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2019 FINAL BUDGET
.WELD COUNTY, COLORADO
L
COUNTY OF WELD
2019
FINAL
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Steve Moreno, Chair
Barbara Kirkmeyer, Pro-Tem
Sean P. Conway, Commissioner
Julie A. Cozad, Commissioner
Mike Freeman, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December 2018
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE
ABOUT WELD COUNTY, COLORADO 16
STRATEGIC PLAN 21
POINTS OF ISSUE AND POLICY MATTERS:
2019 BUDGET STRATEGY 55
2019 BUDGET CALENDAR 58
Explanation of Overview of Budget and Management System 59
Overview of Budget and Management System 61
Hierarchy of Budget Information 62
Budget Process 63
S ignificant Budget and Accounting Policies 64
Explanation of Individual Funds 66
Budget Policies 68
S ignificant Changes in Policy from Prior Years 69
Long Term Financial Planning Policies 70
Capital Improvement Policy 72
Investment Policy 74
Fund Balance and Reserve Policy 75
Policy Directions 76
2019 Guidelines 78
2O19 Special Budget Instructions 80
2019 Program Issues 82
Revenue Policies and Assumptions 83
S pecific Revenue Assumptions of Significant Revenue 84
Major Revenue Historical Trends and Analysis 86
Department/Fund Matrix and Organizational Responsibility for Budget Units 93
Policy Matters/Points of Issue with Fiscal Impact 96
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2O19 Salary and Benefit Recommendations 99
2019 Other Benefits 100
Position Authorization Changes Due to 2019 Budget 101
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 103
Graph - - All Funds Expenditures 104
Graph - - Mill Levy 105
2019 Summary of Fund Balances 106
2019 Summary of Major Revenues and Expenditures 108
2018 Estimated Summary of Major Revenues and Expenditures 110
2017 Actual Summary of Major Revenues and Expenditures 112
Governmental Funds - 2017 - 2019
Summary of Estimated Financial Sources and Uses 114
2018 Assessed Values to be Used for 2019 Budget..116
PAGE
SUMMARY OF FUNDS (CONTINUED):
Net Program Cost 117
Seven Year Trend Data:
Beginning Fund Balance 119
County Expenditures 120
Weld County - Organizational Chart 121
Summary of County Funded Positions 122
GENERAL FUND:
Graph -- General Fund Revenues 125
Graph -- General Fund Expenditures 126
Seven Year Trend Data
General Government 127
Public Safety 128
Health and Welfare 129
General Fund Summary Narrative 130
Summary of Revenue 132
Summary of Expenditures 134
Office of the Board 136
Public Information 138
County Attorney 140
Public Trustee 142
Clerk to the Board 144
Clerk and Recorder:
Recording/Administration 146
Elections 149
Motor Vehicle 151
Treasurer 153
Assessor. 155
County Council 158
District Attorney:
Seven Year Trend Data 159
Budget Unit Summary 161
Juvenile Diversion 162
Juvenile Restorative Justice 163
Victim/Witness Assistance 164
Finance and Administration 165
Accounting 167
Purchasing 169
Human Resources 171
Planning and Zoning 174
Buildings and Grounds 179
Weld Plaza Building 182
Information Technology 183
Geographical Information System 187
Innovation and Technology Projects 189
Printing and Supplies 191
PAGE
GENERAL FUND (CONTINUED):
Sheriff's Office:
Seven Year Trend Data 193
Budget Unit Summary - All Departments 194
Sheriffs Administration Patrol 202
S heriffs Booking Unit 204
Sheriffs Professional Standards 206
S heriffs Civil Unit 208
Sheriffs Support Services 210
S heriff s Patrol .212
S heriffs Investigations Unit 214
Municipal Contract Enforcement 216
S heriffs Office Ordinance Enforcement 218
Regional Forensic Laboratory 220
Victim Advocate Services 222
Multi -Jurisdictional Drug Task Force 224
Inmate Services .. 226
Security Unit 228
Courts and Transportation Unit 230
Contract Jail Space . . . 231
Communications - County Wide 232
Communications System Development 235
Public Safety Information System 236
Public Safety Wireless Communication 238
Coroner 240
Pre -Trial Services 243
Work Release 246
Adult Diversion Services 248
Community Correctionsik ii ik i. kk.i ki i. ki ii k. iii ik rr249
Building Inspection 251
N oxious Weeds 255
Office of Emergency Management 257
General Engineering 259
Missile Site Park ..kki. ii iiki..iki.kr 262
Parks and Trails 264
Airport Transfer . 265
Senior Programs 266
Waste Water Management 267
Developmentally Disabled 268
Mental Health ...269
Child Advocacy Center .271
Transfers:
Retirement . 272
Human Services 273
Health Department 274
Economic Development 275
Building Rents 276
N on -Departmental 278
Retiree Health Insurance 279
Community Agency Grants ...r280
PACE
GENERAL FUND (CONTINUED):
Bright Futures 282
Extension Service 284
County Fair .. 286
Veterans Services 288
Island Grove Building 290
Asset and Resource Management 291
Contingency (Salary)..... . . .292
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 293
Graph -- Public Works Expenditures 294
Graph -- Seven Year Trend Data 295
Public Works Fund Summary Narrative 296
Concerning Local Accountability for Money Used for Highway Purposes 298
Construction Bidding for State -Funded Local Projects 299
Summary of Revenue 300
Summary of Expenditures 301
Summary — All Departments 302
Administration 303
Trucking 305
Gravel Road Management 307
Bridge Construction 309
Maintenance Support 311
Other Public Works 313
Mining 315
Pavement Management .. 317
Grants -in -Aid to Cities and Towns 319
Non -Departmental Revenue ..320
Contingency (Salary) 321
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 323
Graph Social Services Expenditures ...... ..............324
Graph -- Seven Year Trend Data 325
Social Services Fund Summary Narrative .. 326
Estimated Revenue 327
Mandated Programs 328
Summary of Revenue 329
Summary of Expenditures 330
Summary — All Departments 331
County Administration 338
Non -Program Revenue 340
Other Programs 341
Child Support Administration .. 343
Temporary Assistance to Needy Families 345
Aid to Needy Disabled 347
Child Care 349
Old Age Pension 351
Child Welfare and administration 353
iv
PAGE
SOCIAL SERVICES FUND (CONTINUED):
Core Services 355
Adult Protective Services rr ..rrr. ..rrr. 357
LEAP Program and Administration 359
General Assistance 360
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 363
Graph -- Health Fund Expenditures 364
Graph -- Seven Year Trend Data 365
Public Health and Environment Fund Summary Narrative 366
Summary of Revenue 369
Summary of Expenditures 370
Budget Unit Summary All Departments 371
Administration 374
Non -Program Revenue 376
Health Communication 377
Community Health Services 379
Environmental Health Services 382
Public Health Preparedness 384
Public Clinic Health Services .........386
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data
Human Services Fund Summary Narrative
Summary of Revenue
Summary of Expenditures
Summary — All Departments
Job Service (Wagner/Peyser)
Summer Job Hunt
Workforce Investment Act - Adult Program
Workforce Investment Act - Youth Program
10% Incentive Grant (CIMS)
Workforce Investment Act - Statewide Activities Grant
Workforce Investment Act - Dislocated Worker Program
Educational Lab.....r...................................
AmeriCorps Program
AAA Administration ..
AAA Support Services
AAA Congregate Meal
AAA Home Delivered Meals
AAA Health Services ..
AAA Colorado Health Foundation
AAA Elder Abuse Grant
AAA Special Ombudsman .
AAA Single Entry Point
AAA (COT)
AAA (VALE)
AAA (State Funds)
Part E Family Caregiver Support
Community Services Block Grant
389
390
391
392
393
394
395
396
397
398
399
.400
..401
402
r ■ r . 403
404
406
407
408
409
410
411
412
413
414
415
..rr.r 417
418
PAGE
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 419
Conservation Trust Fund:
Summary of Revenue 420
Summary of Expenditures 421
Budget Unit Summary 422
Contingency Fund:
Summary of Revenue 425
Summary of Expenditures ....426
Budget Unit Summary 427
Emergency Reserve Fund:
Summary of Revenue 428
Summary of Expenditures 429
Budget Unit Summary 430
Solid Waste Fund:
Summary of Revenue 431
Summary of Expenditures 432
Budget Unit Request Summary - Code Enforcement 433
Budget Unit Fund Summary 434
CAPITAL FUNDS:
Graph - - Seven Year Trend 437
Capital Expenditures Fund Summary Narrative 438
Summary of Revenue 439
Summary of Expenditures 440
Budget Unit Summary 441
Long Range Capital Projects Five -Year Plan 442
PROPRIETARY FUNDS:
Narrative Summary of Funds 485
Enterprise — Northern Colorado Regional Forensic Laboratory Fund
Summary of Revenue 486
Summary of Expenditures ......487
Budget Unit Summary 488
IGS — Fleet Services Fund
Summary of Revenue 489
Summary of Expenditures 490
Budget Unit Summary — Fleet Services Administration 491
Budget Unit Summary — Fleet Services Equipment 493
IGS - Health Insurance Fund:
Summary of Revenue 496
Summary of Expenditures 497
Budget Unit Summary 498
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summary of Revenue 500
Summary of Expenditures 501
Budget Unit Summary 502
IGS - Telecom Services Fund:
Summary of Revenue 504
Summary of Expenditures 505
Budget Unit Summary 506
Weld County Finance Authority:
Budget Unit Summary 508
GLOSSARY 509
SUPPLEMENTAL DATA:
Upstate Colorado:
Economic and Demographic Profile 525
VIII
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2018
aCtertialtaPi‘ P 2'xistita-e
Executive Director
I
G 0_.__,1-
2
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 400-4218
FAX: (970) 352-0242
1150 O STREET
P.O. BOX 758
GREELEY, COLORADO 80632
December 12, 2018
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
As Weld County begins 2019 the County is in excellent financial condition with no debt, no sales
tax, one of the lowest mill levies among all Colorado counties, a significant cash reserve, and a
fully funded pension plan.
The Weld County 2019 Final Budget for operations and capital outlay totals a gross amount of
$287,301,717 with a net of $281,277,995 when interfund transfers are excluded. The Proprietary
Funds total an additional $33,978,972. The budget has been prepared in accordance with your
directives developed during the budget process. The budget is funded with revenue estimates of
$164,422,178, anticipated fund balances of $92,690,000, and the maximum allowed property tax
under Amendment One (TABOR) and the Weld County Home Rule Charter of $173,539,158.
2019 BUDGET HIGHLIGHTS
Assessed value increased 25.1 %, or $2.315 billion primarily due to oil and gas.
Decrease the mill levy by0.762 mills to 15.038 mills with a 7.0 mill temporary tax credit.
Add 72.25 FTE in county departments to cope with growth and workload demands.
Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $36.0 million.
Perform all wireless radio maintenance in-house for all agencies using Weld County
Regional Communications Center.
Implement a Body Worn Camera program in the Sheriffs Office.
Open a Southwest Weld Substation booking function to serve south county law
enforcement agencies
Complete construction of the $45 million jail expansion.
3
Fund increased salary adjustments for all sworn Sheriff officers to be competitive with
other Front Range law enforcement agencies for recruitment and retention of officers.
State increased categorical eligibility requirements for the Supplemental Nutrition
Assistance Program (SNAP) from 130% to 200% of the Federal Poverty Level, which will
result in a growth in the caseload and benefit payments paid.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
According to the Colorado Legislative Council staff economic forecast the U.S. and Colorado
economic activity is expected to continue to improve during the remainder of 2018 and 2019. The
current economic recovery and expansion has reached the second longest on record. In the late
stages of expansion, both the national and state economies are feeling the constraints of a
tightening labor market. Employment growth continues to slow and wage pressures are mounting.
Workers are being lured back into the labor force by more attractive job offerings and higher pay,
fueling continued growth. However, the constraints of the tight labor market and demographic
drag from a larger share of the population moving into retirement will persist, dampening longer-
term business growth prospects.
Business activity continues to rebound, as indicated by further improvements in industrial
production, manufacturing activity, and exports. Stronger global economic activity will continue to
put upward pressure on commodity prices, supporting agricultural and energy industries. A
depreciating U.S. dollar and rising global demand will spur additional growth in U.S. exports.
However, geopolitical risk and trade policy uncertainty continue to pose downside risks to the
forecast.
The passage of the federal Tax Cuts and Jobs Act (TCJA) has provided a boost to business
investment, which is expected to produce future productivity gains. Rising wages and tax cuts to
households are expected to support consumer activity in the near -term. However, the near -term
stimulus from the TCJA could come at the cost of longer -term growth. Inflationary pressures are
mounting and signal increasing risk that the economy is overheating. Additional interest rate hikes
are expected to reign in inflationary pressures. However, the timing and pace of rate hikes could
cause shifts in investor holdings that kindle financial market volatility.
In Colorado, high housing costs will continue to constrain in -migration to the state, contributing to
an even tighter labor market. Unless wage gains can offset the rising cost of living, consumer
spending will slow.
Weld County and Northern Colorado continue to have one of the best performing economies in
the state. After weathering weakness in the oil and gas sector in 2016, the regional economy
regained momentum in 2017. The region added jobs at the fastest pace in the state, and the
unemployment rate continues to hover near historical lows. Population growth and a strong labor
market have boosted demand for housing and nonresidential real estate.
The labor market in Northern Colorado is the strongest in the state. Dependent on a broad base
of industries, the region's two metropolitan statistical areas (MSA), Fort Collins -Loveland and
Greeley, posted the fastest metro area job growth rates in the state, increasing 3.7 percent and
3.3 percent in 2017, respectively. Employment growth rebounded in the Greeley MSA as energy
industries increased investment in the Denver-Julesburg Basin in response to stabilizing oil
4
prices. Area unemployment continues to fall as employment gains outpace growth in the labor
force. The Fort Collins -Loveland unemployment rate is the lowest among metro areas in the state
at 2.3 percent, while Greeley's is not far behind at 2.5 percent.
Agriculture is one of the top industries in the county. The industry has struggled over the past few
years. An excess supply of agricultural commodity supplies has kept prices low. However, an
improving global economy and weak U.S. dollar have modestly increased commodity prices, as
demand for U.S. agricultural products has improved. New tariffs may adversely impact the
agricultural product demand.
Oil production in Weld County has dominated statewide production for over a decade. In 2017
and 2018 oil production levels have improved after a decline in 2016. Energy companies active
in the county significantly slowed their investments in 2015 and 2016 in response to low oil prices,
which has a lagged effect on production. While the number of active drilling rigs is only about half
the number that were operating in Colorado before oil prices collapsed, it is 95 percent higher
than levels a year-ago. Natural gas production in the county has modestly increased in 2017 and
2018. Oil and gas production has picked up in 2018.
The county's residential real estate market remains robust. A strong labor market, high net in -
migration to the region, and the availability of land for development have supported strong
demand for new residential construction. Residential construction in Weld County, which declined
in 2016 with the slowdown in energy activity, rebounded in 2017, growing 16.4 percent from the
prior year, and continues to recover in 2018. Activity in the nonresidential construction industry
also fared well in 2017 and 2018.
2019 BUDGET PLAN AND FOR THE FUTURE
Weld County's elected officials and manage team have demonstrated strong financial and
strategic leadership through challenging times. There has been a commitment by the leadership
of the county to create a vision for the future and carefully manage the resources required to
achieve the vision. This has established Weld County as a state and national leader in financial
stewardship, innovation and collaboration, economic and workforce development, and community
engagement and investment. The residents of Weld County benefit by this steadfast adherence
to the county's adopted financial management policies, and investment in maintaining core
programs and services.
Although the economy continues to thrive, and the oil prices have stabilized recently, ensuring
adequate and stable long-term funding for county programs and services will remain a challenge.
The reliance on the assessed value generated by oil and gas production in the county requires
continued caution when expanding ongoing operational costs, and ensuring an adequate
contingency reserve is maintained to deal with oil and gas price and production fluctuations over
time. County governments' reliance on federal and state funding bears careful monitoring given
the specter of election -driven policy changes and fiscal challenges at both the state and Federal
levels that could result in funding cuts or further shift of program responsibilities to counties without
adequate financial resources.
Weld County residents rely on many important County provided health, public safety, economic
assistance services, and the county transportation system. Long-term financial issues such as
meeting the needs of the increased population in the county, growing transportation system
needs, capital projects, ensuring we do not defer major maintenance needs, the growing jail
inmate population, increased cost of health care, employee salary and benefits, and economically
sensitive revenue sources will continue to challenge our limited discretionary resources. Careful
5
assessment of existing services, diligent review of proposed services and strategic decisions
about the use of available resources will be vitally important over the next few years to focus on
effective and efficient service delivery and long-term financial stability.
The 2019 budget must continue to emphasize long-term planning and investment consistent with
the Weld County Strategic Plan and the Strategic Investment Plan for the Future of Weld County.
The 2019 budget must address: 1) investment in the long term; 2) continue to strengthen financial
management; 3) improve County operations; 4) investment in technology; and 5) focus on
employee engagement and workforce development.
Investment in the long term includes:
• Investment in the transportation system infrastructure as outlined in the Five -Year Public
Works Capital Improvement Plan addressing the strategic roads of the county and the
maintenance of the current road and bridge infrastructure.
• The Five -Year Capital Expenditure budget addresses facility needs of the County with a
major one being the $45 million jail expansion. In addition, the plan includes resources to
fund major maintenance to the general government buildings.
• Insure the long term sustainable funding for the Bright Futures program to help develop
the future workforce for Weld County.
Continue to strengthen financial management includes:
• Maintaining a healthy contingency reserve of $36 million to deal with economic downturns
and/or the volatility of oil and gas prices and production.
• Maintain a strong fund balance in the Public Works Fund to be able to respond to
emergency situations, such as the 2013 flood.
• Continue to plan to fund capital projects on a cash basis.
• Maintain a fully funded pension plan and move towards reducing the valuation interest
assumption to 6.25% by 2020.
• Continue the policy of no debt, no sales tax, and one of the lowest mill levies in the state.
Improve County operations includes:
• Continued deployment of Lean. The County began to use Lean, a continuous
improvement methodology in 2017. Significant process improvements have been made in
many departments, including Motor Vehicle, jail booking, and Human Services operations.
The County's Lean efforts are evolving from a centralized group in Information Technology
to broader deployment throughout county departments involving their own staff.
• Continue our success with the County's wellness program and other efforts to manage
employee health care costs.
• Continue to fund the innovation program for identified innovative programs in county
departments.
• Ongoing evaluation of best practices and maximizing the value of our county vehicle fleet
with the Fleet Services now being operated with in-house staff and management.
• Weld County has long been committed to being one of the best run governments in the
State and nationally by being a government that earns trust through effective stewardship
of resources, improved performance, and processes and results that create positive
outcomes for all Weld County residents. Further advancement towards the best run
government requires a strong focus on measurable results; collaboration with other
6
entities, customers, and partners in the community; engaged and innovative employees;
and continuous improvements in operations.
Investment in technology includes:
• Maintain a robust IT security framework that is built on industry best -practice.
• Embrace the spirit and potential value -add of Cloud Computing to allow the County to
leverage the potential increase in system availability, application stability, security, and
functionality of services associated with Cloud Computing.
• Consolidation and optimization of the network, voice, data center, enterprise applications
and storage environments to keep capital and operational expenses low, while still
providing a highly available and robust network and server environment.
• Provide for a Five -Year IT Capital Plan to keep the County's IT infrastructure state of the
art.
• Create an annual IT strategic planning process to ensure resources are available at the
appropriate time and the appropriate level in all areas of the county.
• Provide a mobile technology environment that is functional across all types of mobile
devices and operating systems to provide anytime/anywhere computing for the
appropriate job functions in Weld County.
• Develop and fund a five-year public safety IT capital improvement plan.
• Develop and fund a ten-year capital improvement plan for the Weld County Regional
Communications Center.
Focus on employee engagement and workforce development includes:
• Invest in our workforce to encourage stronger employee engagement by creating a
workplace culture that allows current employees to develop and thrive, and as well as
attract and retain dedicated employees.
• Expand access to employee training and development. The county needs to expand
leadership training for managers and supervisors to build their capability for coaching and
developing employees, fostering continuous improvement, and modeling leadership.
• Create career pathways that better support employees' growth and development. An
example is the recent changes in the Sheriff's Office promotion and pay step policies.
• Give more employees opportunities to access training and development programs.
• Provide and support mentorship programs and programs to support emerging leaders and
provide for succession planning.
• Continue the invest in recruitment and retention programs for correctional officers.
• Where appropriate allow departments to implement flexible schedules to allow employees
to achieve a work/life balance while still providing appropriate hours of service to
customers and users.
• Plan ahead for the opening of an expanded jail by having correctional officers trained and
in place for the opening of the expansion in late 2020.
In light of the challenges faced by departments, the 2019 budget development process must
continue to be a collaborative effort by staff, department heads, and elected officials. The strategic
plan, core values, and the financial policies of Weld County provide the cornerstone for the
financial plan to achieve the county's goals and objectives. The Board of Weld County
Commissioners provide the consistent leadership and fiscal oversight that maintains Weld
County's financial stability and reputation. In support of this fiscal management, the team of
department heads, elected officials, and finance staff provide the foundation of the system. The
7
Weld County team continues to mitigate challenging budget obstacles, the fluctuation of energy
prices, and the state and federal fiscal realignments to insure strong leadership and stewardship
of Weld County's long-term fiscal and operational integrity.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $337,961,336 in 2019, an increase of
5.85 percent over 2018, primarily in property taxes,charges for services, and fees account
revenues. The amount of revenue from various sources and the changes compared to 2018 are
shown in the following tabulation:
Revenue Sources
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
2019
Amount
$173,539,158
12,770,000
4,678,000
70,021,975
10,182,870
22,059,361
13,481,000
31,228,972
$337,961,336
2019
Percent 2018
of Total Amount
51.4% $145,754,379
3.8% 13,630,000
1.4% 4,473,750
20.7%
3.0%
6.5%
4.0%
9.2%
73,012,071
9,558,280
27,302,514
13,059,800
32,503,524
100.0% $319,294,318
2018
Percent
of Total
Increase
- Decrease
from 2017
45.6% $ 27, 784, 779
4.3% -8609000
1.4% 204,250
22.9%
3.0%
8.5%
4.1%
10.2%
100.0%
-2,9907096
6247590
-5,243,153
4217200
-1,274,552
$ 18,667,018
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $315,256,967 for 2019, which is a decrease of 3.72 percent
over 2018. The major decrease is in Road and Bridge since the Weld Parkway was completed
in 2018. The amounts by function and the increase over 2018 are as follow:
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
2019
Amount
$ 44,255,806
43,480,800
63,100,278
70, 396, 333
8,589,762
12,273,107
12,108, 200
8,404,319
2019
Percent
of Total
14.0%
13.8%
20.0%
22.3%
2.7%
3.9%
3.8%
2.7%
2018
Amount
$ 41,662,912
40,935,653
82,808,926
68,886,032
7,493,838
11, 790, 668
10, 775, 000
9,065,907
2018
Percent
of Total
12.7%
12.5%
25.3%
21.0%
2.3%
3.6%
3.3%
2.8%
Increase
Decrease
from 2017
$ 2,592,894
2,545,147
-19,708,648
1,510,301
1,095,924
482,439
1,333,200
-661,588
8
Expenditure Sources
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Internal Services
TOTAL
2019
Amount
10, 000, 000
6,829, 350
994,848
845,192
33,978,972
$ 315,256,967
2019
Percent
of Total
3.2%
2.2%
0.3%
0.3%
10.8%
2018
Amount
10, 000, 000
7,108,958
1,106,795
803,007
35, 003, 524
100.0% $ 327,441,220
2018
Percent
of Total
3.1%
2.2%
0.3%
0.2%
10.7%
Increase
- Decrease
from 2017
0
-279,608
-111,947
42,185
-1,024,552
100.0% $ -12,184,253
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2019 program is funded at $12,108,200, with
$11,000,000 in property tax, $225,000 from capital expansion fees, $300,000 from interest and
fund balance reserve. Anticipated projects include $1,500,000 for a Public Works facility in
Johnstown, $2,700,000 for an additional Public Works office and storage building, $900,000 for
Chase Building improvements, $190,000 for communications equipment, $500,000 to upgrade
the Human Services section of the Southeast Weld Building,. $2,300,000 to upgrade Human
Services Buildings, $1,300,000 for a coroner facility, $1,000,000 to remodel an office building
acquired in 2018, and $1,718,200 for special projects. A carry-over beginning fund balance of
$2,500,000 is anticipated, and $1,916,800 ending reserve fund balance for the future jail
expansion ($566,800), Communications System reserve ($850,000), and Downtown Greeley land
reserve ($500,000) is anticipated at the end of 2019.
Debt Administration: The County continues to have no bonded indebtedness. The passage of
HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent of
the assessed valuation of the county. Thus, Weld County maintains nearly a $350 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions in the nation that can make that claim.
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 180 days to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund, with the exception of interest
attributed to the Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2019 is $3,850,000.
The County's investment policy is to minimize credit and market risks while maintaining a
competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository
insurance or collateralized. All collateral on deposits is held either by the government, its agent,
or a financial institution's trust department in the government's name.
Risk Management: During 2019, Weld County will continue to be a member of Colorado
Counties Casualty and Property Pool, therefore, all casualty insurancecoverage is being provided
via pooling with other Colorado counties. The pool offers full safety and risk management
programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's
Compensation will be provided via a state approved self-insurance program.
Mill Levy: The mill levy will drop to15.038 mills. The assessed value for the 2019 Budget is
$11,540,042,396, which is up $2,315,081,686 or 25.1 percent over last year. The assessed value
9
for vacant land is down $10.4 million, or 11.64 percent. Residential is up $71.3 million, or 3.98
percent; and commercial property is up $27.5 million, or 3.04 percent. Agricultural property is up
$4.5 million, or 2.12percent; industrial is up $31.8 million, or 3.43 percent; natural resources is up
$3.6 million, or 19.01 percent; and State assessed property is up $17.04 million, or 2.0 percent.
The major increase is in oil and gas, up $2.218 billion, or 48.09 percent, which is due to oil and
gas prices and production being up. There is an actual value increase of new construction of
$3.657 billion, or 10.46 percent.
Employee Compensation Pay: For the 2019 budget, a salary increase of 3.0 percent to Weld
County employees is included. Employees will get step increases for longevity and performance.
In addition to the recommended 3% cost of living for all county positions there is an additional
2.5% increase for a total of 5.5% at a cost of $601,260 for all Sheriff deputy and correctional
officer career positions to remain competitive with other law enforcement agencies in the area.
The strategy would be to do 5.5% salary increases in 2019, 2021, and 2021 to bring the positions
to a more competitive level for recruitment and retention of law enforcement positions in Weld
County and the Front Range of Colorado.
Health insurance rates will decrease 15% for the employees and the county for 2019. This will
mean over the last five years health insurance rates have dropped 11.8%. Measures to control
health care costs, such as the wellness program,: employee clinic, consumer driven plans, and
health reimbursement accounts have been making a positive impact on controlling the health
insurance costs for the county. Health coverage will be provided by Aetna on a partially self -
insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health
Plan/Health Reimbursement Account (HDHP/HRA) option. No other benefit changes are
anticipated.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$92,690,000 to begin 2019. This is a slight drop from 2018 due to the funding of the $45 million
jail expansion, but still remains at one of the highest levels in many years. The strong fund
balance figures have been achieved through conservative budget practices and the high
assessed value from oil and gas revenues. The ending fund balances are projected at
$115,394,369. However, the ending fund balance is actually understated because $10,000,000
in the Contingency Fund is appropriated, thus not showing up in the ending fund balance figure.
The $10,000,000 is not anticipated to be spent in 2019, and if no emergencies or unforeseen
events happen, the amount should be in the ending fund balance. There is no fund balance
earmarked in the 2019 budget. All other fund balance amounts are undesignated. With the above
projection, ending fund balances should be $125,394,369. The increase of approximately $33
million in the ending fund balance is primarily attributed to adding $32.0 million to the Contingency
Fund. The Contingency Fund also serves as a stabilization reserve for the fluctuating revenues
due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate
dramatically from year to year due to production levels and price changes. All fund balances by
fund stay the same or increase during 2019, except the Capital Fund which drops only slightly.
MAJOR FACTORS IMPACTING THE 2019 BUDGET
As Weld County begins 2019 the County is in excellent financial condition with no debt, no sales
tax, one of the lowest mill levies among all Colorado counties, a significant cash reserve, and a
fully funded pension plan. The major factors impacting the 2019 budget continue to be dominated
by the oil and gas development in Weld County, population growth, state and federal budget
issues, service restructuring in Weld County government, and the execution of the Strategic
Investment Plan for the Future of Weld County.
10
As has been the case for the last decade, growth and development activity directly, or indirectly,
related to oil and gas exploration seems to be the main economic driver in the majority of positive
economic activities in Weld County. The County has seen several compressor stations, injection
wells, new pipelines, and other oil and gas support and service industries seeking permits. Given
the commitments of large oil and gas companies in Weld County, the County seems primed to
seeconsiderable long-term investment and development in the oil and gas arena. As discussed
earlier the volatility of the oil and gas assessed values continue to be a major impact to the
County's budget planning the last several years and will continue to be going forward with all the
long-term energy development planned in the county by energy companies.
Finally, the 2019 budget must continue to emphasize long-term planning and investment
consistent with the Weld County Strategic Plan and the Strategic Investment Plan for the Future
of Weld County. The 2019 budget must address: 1) investment in the long term; 2) continue to
strengthen financial management; 3) improve County operations; 4) investment in technology;
and 5) focus on employee engagement and workforce development.
The General Fund is funded at the level of $136,183,953 up $4,639,220. The two major increases
are in general government, and salary increases. Without including adjustments for cost of living,
and salary step increases, the budget for general government functions is up $3,007,819. Motor
Vehicle is up $359,583 with the addition of two office tech positions, and funding for temporary
positions/overtime. The Assessor is up $186,377 due to 2019 being a reappraisal year and the
addition of two new appraisers. Building and Grounds is up $205,097 for an additional carpenter
position and inflationary building maintenance costs. Finance is up $138,861 to add a Budget
Manger as part of the succession planning in the department. With the growth in the county
workforce and the tight labor market for recruitment and retention Human Resources is up
$436,589, and Accounting for the payroll function is up $100,652. Planning is up $337,712 for two
mid -year positions, and the additional chargeback from Engineering of $191,987. The Election
budget is down $523,064 since there will only be a consolidated general election in 2019.
Information Technology (IT) is up $619,334 primarily due to increases in software maintenance
($260,116), and computer equipment ($290,500). Charge backs in the contra account are down
$100,000 due to recent usage trends by grant funded departments. IT capital is funded in
accordance with the Five -Year Capital Improvement Plan with $350,000 for computer equipment.
$500,000 is included for new technology and innovation projects, which is the same level as the
last five years.
Public Safety functions are up $223,620. However, if you adjust for the one-time expense for
communications equipment in 2018 of $3,738,985 Public Safety is up $3,962,510. The overall net
Sheriff's Office recommended budget is up in net county costs by $1,960,230 or 4.50%. The
Sheriff's Office has requested a total increase of 16.00 positions in 2019. Other positions within
the Sheriffs Office are requested to be reclassified or moved to improve productivity instead of
eliminating positions. The purpose of the increase is to meet staffing shortages based on the
completed staffing studies of Patrol and Detentions as well as implement two new programs for
the agency. One program is the Body Worn Camera (BWC) program, and the other is the
Southwest Substation Booking Intake. As a result, Sheriff personnel costs are up $1,5997,731. In
addition to the recommended 3% cost of living for all county positions there is an additional 2.5%
increase for a total of 5.5% at a cost of $601,260 for all Sheriff deputy and correctional officer
career positions to remain competitive with other law enforcement agencies in the area. The
strategy would be to do 5.5% salary increases in 2019, 2020, and 2021 to bring the positions to
a more competitive level for recruitment and retention of law enforcement positions in Weld
County and the Front Range of Colorado. Supplies for the Sheriff are up $155,478 with $120,000
being for MDT computer replacements. Purchased Services are up $464,153 for inmate medical
11
care ($228,333), records contract with the City of Greeley ($92,832), Body Worn Camera program
($85,000) and $58,000 for miscellaneous items. Capital is funded at $205,998 with the largest
expense being a body scanner for North Jail. Fixed costs are down $176,196 for retention
incentive payments. Revenues in the Sheriff's Office are up $255,691 primarily from grants.
Coroner's budget is up $143,606 primarily for the addition of one Deputy Coroner positions mid-
year to deal with the office's workload, and autopsy costs. Communications is up $475,701 with
the addition of four dispatchers and three call takers due to E-911 call volume. However, the need
for the positions is being reviewed and may not be recommended in the final budget. The E911
Authority requested an increase in the E911 surcharge from 70 cents to $1.20 per phone per
month to fund future capital needs. The State PUC approved the increase effective January 1,
2019. This will be in the E911 Authority budget but relieve the General Fund of these costs going
forward. Office of Emergency Management is up $105,659 primarily for an addition EM
Coordinator position. Justice Services is requesting two positions for the pretrial program and four
for the work release program due to growing caseloads to hold down the jail inmate population.
Both programs are more cost effective compared to jail incarceration. Other Public Safety budgets
are stable with little or no increases.
Engineering is down $750,560 because the engineering and design fees have decreased for the
Weld County Road WCR 49 south corridor and WCR 49/47 north corridor in the 2019 budget.
General Fund's subsidy to the Public Health Department is up $352,192 due to anticipated salary
step and cost -of -living increases. The County Fair is down $137,850 with the elimination of
$127,850 for a one-time expense for livestock panels, and $10,000 in one-time costs to celebrate
the 100th Anniversary of the Weld County Fair in 2018. An increase of $1,105,194 is included for
other General Fund departments' anticipated salary step and cost -of -living increases in 2019.
Health insurance rates will decrease 15% for employees and the employer in 2019. This will mean
health insurance rate decreased 11.8% in the last five years.
The budgeted appropriations for Public Works in 2019 total $63,100,278 down $19,708,648
primarily due the completion of the construction of the Weld Parkway (WCR47 and 49) in 2018.
Municipal share back is funded at $3,103,353. 2019 salary increases are for step increases due
to employees, and a 3.0 percent cost of living salary adjustment in this budget for a total of
$654,542.
Other Public Works budget unit is budgeted at $21,584,.431 based on the Capital Improvement
Plan (CIP). Personnel Services are up a total of $254,357 for five additional seasonal workers
($205,222) and $49,135 for cost of living for 52 seasonal employees. Purchased Services
decreased $25,350,461 primarily due to the completion the construction of the Weld Parkway
(WCR 47 and 49) in 2018. There is $4,700,000 for the CR34/CR13 project, and $1,506,654 for
the joint project for CR 37/SH 52. $4,000,000 for CR 29 from SH 15 to CR90. $3,000,000 is
budgeted for the Haul Route Program (HARP). For flood related projects there is $2,600,000
(FHWA) for Bridge 53/58A. Other contract payments are for seeding ($50,000), low volume roads
($2,000,000), BMP projects ($100,000), $200,00 for the design of the CR 52 connector, $90,000
for the Poudre Trail, $250,000 for the Master Pollution Prevention Plan, $200,000 for Weld
Parkway maintenance, and bridge rehabilitation ($275,000). Fixed Charges total $920,000 for
rights -of -way funded at $50,000, and $870,000 for a CDOT project for Bridge 44/33A.
Trucking is up $350,000 to increase the number of weeks the contract trucks will be required to
haul. Mining operations increased $2,497,973 for the purchase of surface gravel, and crushing at
the Hokestra Pit, and the North Pierce Diversion Channel. Gravel Road Management operations
are up $996,508 primarily due to dust palliative material costs, the addition of four positions and
vehicles to increase road maintenance due to growth and energy traffic. Bridge Construction is
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up $388,394 primarily due to increased tonnage and material costs. Pavement Management is
down $196,188 due to reduced material costs offset by increases for four positions and equipment
to create a concrete crew to maintain Weld Parkway. Other operating budgets for road and bridge
maintenance are funded at near the 2018 funding level. With some operational economies to
offset some of the inflationary costs the current service level should be able to be maintained with
the funding recommended.
The Weld County Department of Human Services continues to adapt to the Legislative and
Programmatic changes imposed on us from State and Federal levels. The funding for additional
caseworkers, originally funded through SB 15-242 continues into Fiscal Year 2018-19, providing
Weld County with funding for three additional positions, enabling the Department to assess and
meet the needs of the community in a more deliberate and thorough manner. Concerns have
been raised,both by counties and by the State of Colorado, as to the long-term sustainability of
these activities, once the IV -E Waiver period is completed. The passage of the Family First Act
provides a framework which may allow us to continue the creative practices we have
implemented in recent years, without jeopardizing funding. The passage of SB 18-254 provides
both opportunities and challenges in funding Child Welfare activities. Weld County is taking an
active role in mitigating the challenges associated with the substantial increases in provider
reimbursement that may result from the bill, while taking full advantage of the flexibility and
emphasis on permanency included in the bill. Likewise, HB 18-1335 fundamentally transforms
the way Low -Income Child Care services are authorized and funded. Weld County will continue
to avail itself of all available resources to ensure that high quality care is available and
affordable to families, as we both recruit new providers and encourage development of existing
providers in the community.
The total Social Services Fund budget is $43,480,800. The programs are funded by property
tax of $12,300,557, state and federal funds of $31,686,679, and the potential increase of fund
balance of $506,436 to cover both anticipated and unanticipated cost overruns.
The State of Colorado has recently adjusted its Broad -based Categorical Eligibility requirements
for the Supplemental Nutrition Assistance Program (SNAP) from 130% to 200% of the Federal
Poverty Level. We are anticipating significant increases in both the benefits paid out to families
and the workload required of county eligibility staff, as a result. Likewise, the State recently
approved a 10% increase in the monthly Basic Cash Assistance benefit payments to recipients
under the Temporary Assistance for Needy Families (TANF) Program. This increase in
expenditures, combined with the existing pressures of providing supportive funding for Child
Welfare activities could mean a significant drain on the County TANF Reserves we have
accumulated in the past few years. We will be watching this closely in order to adjust our usage
of these funds for other purposes, such as Supportive Services and funding of Child Care
activities, in order to avoid full depletion of the Reserve balance. Approximately 25% of Weld
County residents are now enrolled in Medicaid.
The Department's focus on Prevention and Early Intervention continues and has resulted in a
more inter -divisional approach to evaluating, meeting, and funding the needs of clients. The
addition of a Family Resource Supervisor position will enable the Family Resource Division to
better organize its staffing structure and service delivery processes to better meet the needs of
the community.
The Human Services Fund is funded at $8,505,800 for 2019, which is up $1,084,424 or 15.02
percent from the previous year. There are shifts in funding by program. The Community Services
Block Grant is up $105,524, and Senior Nutrition programs are up $240,864. Department of Labor
programs are up $767,100. Area Agency on Aging is up $240,864 or 7.09 percent. These
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programs are returning to the 2017 funding level, which is more typical than the 2018 funding
level was.
The Department of Public Health and Environment's total 2019 budget is $12,032,107. The
Health Department's 2019 budget continues to reflect the Department's commitment to
strong fiscal management, recruitment and development of a competent and engaged
workforce, elimination of redundancies by modernizing processes, and reinvestment of the
savings realized from these activities into targeted initiatives geared toward achieving the goals
of preserving, promoting and protecting the health and environment of current residents and
future generations in Weld County.
The 2019 budget continues to align with our department -wide 2016-2019 strategic plan that
focuses primarily on the key priority of integrating select core public health services in our
community to better achieve sustainability, enhance quality, and control costs. During the past
three years, the Health Department has been diligently working toward three strategic goals:
formal integration of health services into an established and enduring community system of
care; supporting the community in addressing behavioral health issues, including mental health
and substance abuse; and increasing communication channels, both internally and within the
community, using technology and other means.
Consistent with our strategic goals, budgetary planning for 2019 continues to emphasize
funding technology additions and improvements in both our Greeley and Southwest Weld
locations, strengthening and supporting strategic activities and community partnerships focused
on behavioral health in our community, and expanding access to our services in convenient,
efficient, and effective ways to engage and support all citizens of Weld County while controlling
costs and meeting budget targets.
On the revenue side of the budget, property taxes are budgeted at $173,539,158, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR. In the
General Fund revenue from interest earnings are up $1,500,000 at $3,500,000 for 2019, as
interest rates are projected to increase in the next year. Intergovernmental revenues are up
slightly by $213,378. Charges for Services are up $318,857 primarily from charges related to
Communications and Sheriffs Office revenues. Fines from traffic enforcement are up $40,000.
Indirect cost recovery is down $2,292,759 due to Social Services' allocation. Clerk and Recorder
fees are up $400,000. All other revenues are relatively stable with little change.
The 2019 resources for Public Works total $108,790,797, which includes a fund balance of
$45,000,000, in addition to the revenue shown in the budget. Property tax is set at $19,000,000
up $2,500,000 from 2018. Specific ownership tax is estimated to be $11,200,000. Total HUTF
will be $10,700,000, up $50,000 from 2018. Permit revenues are budgeted at $550,000. Motor
vehicle registration fees are $365,000, and grazing fees are $500,000 due to energy development
in the Pawnee Grasslands. Oil and gas revenues are $9►,500,000. The lease/purchase payment
from the Hoekstra Pit is $215,797. There is $200,000 from Solid Waste for paving CR 28, and
$100,000 reimbursement from the Town of Mead for CR 13 paving.
Other revenues from grant project reimbursements total $8,920,000. There are Energy Impact
Assistance grants of $3,000,000 with $3,000,000 for the Tier 2 projects and $000,000 for three
Tier I projects. There are two state grants to finish Bridge 44/33A for $100,000 and Bridge 68/59A
for $50,000. There is one flood project grant for Bridge 53/58A ($3,770,000). There is NFRMPO
funding of $1,000,000, and UFRMPO funding of $400,000. Severance tax is budgeted at
$1,400,000. In accordance with the policy adopted by the Board of County Commissioners in
2010, the severance tax revenue is budgeted at a five-year leveling average due to the
14
fluctuations of the revenue created by the price and production levels of oil and gas commodities.
The 2019 Budget contains adequate resources to provide a level of service like 2018. The
operational plan supported by the 2019 budget maintains Weld County Government's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost, we will maintain the fiscal discipline and prudent use of resources
that have earned the County the excellent reputation it has for financial management with no
bonded indebtedness. The County will continue our commitment to the highest standards of
service, continuing to focus on improving service and communication with our citizens within our
resources. Demands in many areas continually exceed resources available. To serve the
growing needs in the county, we will continue to explore possibilities for improved efficiency while
maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we operate in an environment
of constant change that has never been more apparent. The State of Colorado faces long term
structural budget issues and the federal government continues to wrestle with a major deficit
issue. Many tough decisions associated with implementation of programs, and how they are to
be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully,
this budget document will allow the Board to make those difficult decisions to maximize the value
of the tax dollars of the citizens of Weld County.
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested
by the elected officials, department managers, and employees in recognizing the problems and
issues confronting the County and responding with creativity and understanding. The County, as
a whole, also recognizes the Weld County taxpayers who provide the economic resources to the
County, and we pledge our commitment to continue to provide the best in county services
possible.
Copies of all budget documents are available for the public at 1150 0 Street, Greeley, Colorado
or at https://www.weldgov.cam/departments/accountinglbudgetl. More general information
about Weld County may be found on Weld County's website at https://www.weldigov.comi.
Very truly yours,
Donald D. Warden, Director
Finance and Administration
15
About Weld County
County Overview
Welcome to beautiful Weld County home to 32 incorporated
municipalities, including growing cities, charming towns,
thriving businesses and thousands of acres of prime
agricultural land.
As Colorado's third largest county, Weld County covers 3,987
square miles in the northern part of the state and is larger than
the size of Rhode Island, Delaware and the District of Columbia
combined so while 325,000 people call Weld County home, we
still have plenty of room for growth.
The climate is dry and generally mild with warm summers, mild winters and a growing season of
approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low
hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The
South Platte River and its tributaries, the Cache la Poudre, the Big Thompson, the Little
Thompson, the St. 'Frain, and other smaller streams, flow into Weld County from the south and
west, leaving the county on the east. With available services, location, resources and livability,
Weld County offers unbounded opportunity for families to live, work and play. We have one
more important ingredient as well: a positive attitude toward growth. For information regarding
Weld County demographics, please click here and look under the Helpful Information section.
We love being here, and we'd love having you here too!
Population: There are 32 incorporated municipalities in Weld County. The county seat and
principal city, Greeley, is located in the west central part of the county and contains
approximately 1/3 of the county's population. Generally, most of the remaining population
resides within a 20-30 mile radius of Greeley; the northeastern part of the county is sparsely
populated.
lndustr
Weld County leads the state in the production of sugar beets,
grains, beef and cattle. The county is also a leader in
the production of dry beans, potatoes, poultry and eggs, milk
and other dairy products. In fact, agriculture is so important in
the county that the Weld County code includes a specific Right
to Farm Statement.
Also important to the county: the energy industry. Oil and gas
activity has occurred for decades in Weld county,. which is
located in the Denver Julesburg Basin and sits above the
Wattenberg Field.
16
The discovery in 1970 of the Wattenberg Field, which extends from
southern Wyoming and the Nebraska panhandle down along much of the
Colorado Front Range, initiated the first true oil boom in Weld County. Oil
and gas production within the county continued at a steady pace for several
decades. Then, in 2009, a horizontally drilled well (called the Jake well)
surprised the oil industry by producing 50,000 barrels of oil in 90 days.
Horizontal drilling has brought new life to the energy industry in Weld
County, and today, Weld has more oil and gas wells than any other county
in the state, approximately 23,000. The positive economic impact oil and
gas has had on the county has been tremendous. Schools, fire districts,
libraries as well as county and municipal governments all benefit from the
energy industry.
In addition to agriculture and energy, Weld County is also
home to thriving businesses - large and small. County
government has a proven track record of working with business
and industry; not creating obstacles. Major employers in the
area include: JBS USA►, Leprino Foods, Aurora Organic Dairy,
Anadarko Petroleum, Noble Energy, Halliburton Energy
Services, Vestas Blades, Banner Health, Carestream
Colorado, J. M. Smuckers and State Farm Insurance.
To make certain Weld County maintains its quality of life, a comprehensive plan has been
developed and implemented. The plan, simply stated, puts the right things in the right places.
The result is that Weld County provides an ideal location for corporations, industry and
business.
Weld County has no long-term or short-term debt, no county sales tax, a low mill levy compared
to neighboring counties, and is able to pay for long-term projects with cash,which benefits
taxpayers and residents alike.
Principal Property Tax Payers:
Noble Energy
Anadarko Petroleum
Petroleum Development Corp.
Public Service of Colorado (Xcel)
DCP Midstream LP
Vestas Blade America Inc.
History
17
The history of Weld County, which was established in 1861 when Colorado was still a territory,
is literally rooted in the land.
Weld County ranks number one in the state, and number nine in the country, in the value of
agricultural products sold almost $1.8 billion annually.
So how is this possible in a region that in 1821, Major Stephen H. Long said would "never be fit
for human habitation and should remain forever the unmolested haunt of the native hunter,
bison and jackal"? The answer is irrigation.
The Section No. 3 Ditch Company, which was incorporated in 1870, is said to have been "the
first ditch in the United States built specifically to grow food."
In 1835, a government expedition came through the
general area; the next year a member of that party,
Lt. Lancaster Lupton, returned to establish a trading
post located just north of the present town of Fort
Lupton.
In about 1837, Colonel Ceran St. Vrain established
Fort St. Vrain; Fort Vasquez was built south of
Platteville in about 1840. The latter was rebuilt in the
1930s under the Federal Works Progress
Administration.
The U.S. Congress took parts of the Territories of
Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts
of Colorado lying east of Larimer County and north of the present Adams County were in the
original Weld County, one of 17 counties established by the first territorial legislature in
September, 1861. Weld County was named for Lewis Ledyard Weld, the first territorial
secretary; St. Vrain became the first county seat.
During the first 16 years of Weld county's history, the county seat was moved from St. Vrain to
Latham (three miles east of present Greeley) to Evans, to Greeley, to Evans again, and finally in
1877, returned to Greeley.
A large segment of the Weld County region was settled by people of German descent who
migrated from Russia in the early 1900s. Originally they came as railroad workers, but many
soon worked in the productive beet fields and eventually became prosperous land owners. Weld
County's Spanish -surname population began to arrive during the mid 1920s as laborers for the
sugar beet industry.
Weld County's sugar beet industry began with the building of sugar factories in Greeley and
Eaton in 1902. In 1903, another was built in Windsor, followed in 1920 by one at Fort Lupton
and another at Johnstown in 1926.
18
Education
Education has always been an important part of life in Weld County where 12 school districts
offer educational opportunities, all of which have earned a reputation for quality.
Greeley is the home to the University of Northern Colorado, a four-
year university offering bachelors, masters and doctorate degrees
to more than 12,000 students a year. Aims Community College,
also located in Greeley (with campuses in Fort Lupton and
Windsor as well), is a two-year liberal arts and vocational college
offering 200 degree and certificate programs.
Livability
Weld County's livability is just one of the features that make it a great place to call home.
Abundant Colorado sunshine, low humidity, cool summer evenings and mild winters provide a
climate where people thrive.
Recreational opportunities abound throughout the county
including the 21 -mile Poudre Trail,, perfect for walking, running
and biking; St. Vrain State Park and its 604 acres of land and
152 acres of water perfect for camping, fishing and
photography; and the Pawnee Buttes - 193,000 acres of short -
grass prairie perfect for birding, hiking, recreational shooting
and camping.
Craft breweries, great restaurants, live music and festivals
abound throughout the county and draw visitors from across the country as well.
Weld County's location make it an idea spot as well, as Denver, Cheyenne, DIA and Rocky
Mountain National Park are just an hour's drive from the county seat.
NOTE: See the Weld County Population and Development Report in the Supplemental Data
Section of this document for more specific information. Plus, go to the Discover Weld County
website showcasing the great people, places and events that call Weld County home at
http://wvvw.discoverweld.com.
19
20
STRAT
GIC
PLuril\T
2O19 2O23
WHY A STRATEGIC PLAN?
Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a
consensus of what is needed for the future.
As such the strategic plan
provides weld county policy
makers, managers, and
employees with a game plan or
blueprint that guides decision
making towards our shared
priorities and a rationale for
resource allocation. These plan
priorities provide the measuring
stick we need to determine if
Weld County is fulfilling its
responsibilities. Strategic
planning also provides for
government accountability and
continuous improvement.
22
OUR PRIORITY STRATEGIC
THEMES
These themes guide field County towards our
vision of the future.
• operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation system
• Continuously improve the performance and capabilities of
Weld County operations by maximizing technology, fostering
innovation, and increasing access to and information
regarding services
• Promote a healthy economy through business development
and economic diversification
• Promote responsible and comprehensive policy development
through effective planning for land use, transportation, and
growth management
• Protect and preserve our unique environment
• Promote cooperation and coordination among all government
services
23
OUR VISION FO
THE FUTURE
This vision statement reflects our
citizens' expectations for Weld County
government into the future.
LEADING WITH RESPONSIVE,
INNOVATIVE, AND COST EFFECTIVE
SERVICES.
WELD COUNTY CULTURE 1
INTEGRITY
• We maintain the public's trust through honest and fair behavior
We exhibit the courage to do the right thing for the right reason
i We are accountable to each other and the public for providing good service and
value
• We promote open communication
• We conduct county business openly resulting in efficient and ethical use of county
fund
STEWARDSHIP
We ensure responsible stewardship to all that is entrusted to us
We recognize Weld County has conservative constituents (5% tax limitation)
• We operate the county by employing good business practices
We maintain fiscal stability to ensure services that citizens rely on, in good times
and bad times
• We are a "pay as you go" county with no debt
• We achieve operational efficiency through continuous efforts to improve and
innovate , thereby maximizing value for our taxpayers
• We only add money to the solution of county problems after exhausting all other
options
•
•
•
•
COMM ITMENT
We are committed to excellence in all that we do as an organization
We work with professionalism and purpose
We strive to provide superior service to our citizens
We provide regional leadership to forge cooperative partnerships and leverage
resources for the benefit of our citizens
We represent the county's interests aggressively at the state and federal level to
maximize county revenues, minimize county costs, and get favorable decisions for
Weld County citizens and taxpayers
We have dedicated, skilled and adaptable county employees that have a history of
turning plans and resources into achievement and success in serving Weld County
residents
OUR GUIDING
PRINCIPLE S
These guiding principles are the basic values of every level of Weld County
government. They guide the way we make our decisions and carry out our
actions every day.
Ensure long-term fiscal stability for the county
Customer -focused and customer -driven
Accountable and responsible to the public
Provide and develop leadership, cooperation, and collaboration
aimed at improving service
� Focus on viable solutions that improve the quality of life
� Pro vide the necessary knowledge, skills, and resources to county
employees to carry out our mission and fulfill our vision
26
TRENDS IMPACTING
WELD COUNTY
We identified the trend and events that may
impact our ability to provide and improve
services. Analyzed the strengthens and
weaknesses of Weld County government to
meet these challenges. The major trends
affecting Weld County are:
• Energy Development
• Innovation and
Technology
• Economic
Development
• Demographic
Changes
• Transportation
• County Government
Financial Trends
TRENDS IMPACTING WELD COUNT
Energy Development
I
Although fossil fuel extraction in Weld County is as old as the county itself, in the last few
years Weld County has experienced the biggest oil and gas boom in its history. Weld County
has over 20,000 active wells — about 80 percent of the state's total — the greatest majority
located in the Wattenberg Field within the Niobrara Formation. The Niobrara Formation is a
geologic formation that is bountiful in fossil fuel reserves within the Denver-Julesburg basin,
including nearly all of Weld County's 4,000 square miles. New technologies have made
extracting oil and gas through the tight shale that underlies the formation an economically
viable proposition. Energy companies are investing in new wells and infrastructure in Weld
County to tap into the estimated oil and gas reserve of as much as I to 1.5 billion barrels of oil -
equivalent in the Wattenberg Field. The production has translated into a boost for the local
economy, job creation, and tens of millions of dollars in property taxes and severance taxes for
local jurisdictions.
However, being the home to a sizable energy industry, Weld County faces some downside
risks from the recent slide in oil prices from over $100 a barrel in June, 2014, to under $30 a
barrel a few months later. While drilling slowed, due to the oil supply -demand problem the
world faces, production in Weld County may continue to keep churning out big production
numbers. The reason being is that the wells in the Niobrara are in the "sweet spot", where
break-even costs are $35 per barrel according to industry experts. Even if production holds or
declines slightly with the lower prices, the revenue generated from the wells will be lower
adversely impacting energy companies' revenues and the associated assessed values of
many Weld County local government entities, including Weld County government.
The additional production of oil and gas has resulted in significant increases in the county's
assessed value with the oil and gas production exceeding two-thirds of the county's total
assessed valuation in 2014. Because of the volatility of production levels and price fluctuations
of the oil and gas production, the county must continue to prudently manage the increased
property tax base created by the energy development. I n 2012, the Board of Weld County
commissioners approved the Strategic Investment Plan for the Future of Weld County. The
plan is a long term strategy of investment in the county's infrastructure, technology and
innovation, workforce training and development, economic development for diversification of
the local economy, and to establish a fluctuation reserve to deal with the volatility of the peaks
and valleys in energy prices and production. The energy production revenues have allowed for
lower property tax rates, which resulted in savings for all taxpayers in Weld County.
The drop in oil prices resulted in a significant drop in the county's assessed valuation in 2017-
2018. Fortunately, Weld County government did not expanded core county services in the
good times,, rather the county has focused on spending much of the additional tax revenues on
one-time infrastructure projects, investments in technology, and the accumulation of a sizable
cash reserve to weather the down times until the oil prices stabilize. Lower oil prices are
prompted energy companies to slow down their drilling, and concentrate mostly on the
moneymaker wells. The adverse effects of low oil prices reach beyond those involved directly
in the extraction business. Manufacturers supplying the necessary equipment had lower
demand for their product. The housing and retail sectors of the area may also be impacted by
the energy slowdown. In 2017 the price and industry recovered as prices stabilized in the $50-
$65 per barrel range.
28
Energy Development
continued
The county and energy industry have forged a relationship that is one of cooperation. The most
significant impact of energy development has been on the county transportation system. The
system originally designed to serve farm -to -market routes has been inundated by trucks
servicing oil and gas wells. The county has worked closely with the energy industry to stay
proactive in its approach to road maintenance and improvements. The county has embarked on
its Haul Route Program (HARP) to improve road impacted specifically by oil and gas
operations. The program has been developed in conjunction with the energy industry to identify
haul routes that need to be improved to access new drilling sites. In addition, the county has
constructed a 20 mile five -lane concrete corridor on Weld County Road 49 (Weld Parkway)
between 1-76 and US Highway 34 in 2016-2017 to accommodate the growth in the area and
heavy truck traffic from the energy industry. The last phase of the project on WCR 47 was
completed in 2018.
The energy industry will face future challenges from stricter state and federal restrictions, such
as the new well setback rules, and ground water testing. The county will need to continue its
partnership with the industry to insure that good public policies can be achieved to continue to
take advantage of the energy development opportunities in Weld County.
Demographic Changes
As growth has occurred the demographics of Weld County have changed. The Weld County
population is much more diversified than it was even a decade ago as in migration has added
to the ethnic/cultural diversity with the growing Latino population, and there is immigration from
all parts of the world. Weld County's changing demographics are evident in the shift from a
rural character to an increasingly urbanized population. Land use patterns are changing. The
political make up of the population will most likely change. The age of the population is shifting
in Weld County, as it is nationwide with the aging baby boomers.
The county now has centers of population outside of the Greeley area, as the Windsor -
Severance area and Southwest Weld County area continue to grow. The state demographer is
projecting by 2040 the Southwest Weld County population center could approach 250,000.
This area will also blend with the Denver metropolitan area resulting in the loss of a specific
community identity. All these demographic changes impact the kind of services provided, the
manner in which they are provided, and the service levels. It will fall upon Weld County's
elected officials and managers to find more creative and innovative solutions to better use the
limited resources of the county to maximize delivery of services to the more diverse citizenry of
Weld County.
29
Innovation and Technology
The pace of change in our world is accelerating exponentially. This dynamic is challenging
all of us as individuals and as organizations, and shows no sign of abating, and in fact,
continues to intensify. Fueled by technological advances, we are quickly changing and
reshaping all aspects of our lives from how we live and work to how we share information
and communicate. These technological advances in many ways are fundamentally
changing the public's expectations of, and relationship to, their government.
Weld County must continue to achieve operational efficiency through continuous efforts to
improve and innovate, thereby maximizing value for taxpayers. By continuously working to
improve the quality, efficiency, and cost effectiveness of its services, county staff will
maximize value for taxpayers and increase the ability to meet emerging public needs while
living within our financial resources. Weld County must continue to draw on the expertise of
its workforce to take advantage of new ideas and tools to improve service delivery and
operational efficiency.
Investing in technology and innovation will continue to be a priority in Weld County. The
mission of the Weld County Information Technology (IT) Department is to provide
responsive, adaptive, transformative, innovative, and cost-effective information technology
solutions and services. This assists county departments and offices to successfully
achieve their objectives. IT will assist with the implementation and support of technology
solutions empowering the citizens of Weld County to access information and mission critical
services in a comprehensive, responsive and effective manner. IT is one of the common
threads that enables the county's business units and offices to accomplish their respective
missions. While IT is an essential, foundational element for the county to provide certain
services, IT is also a catalyst for business innovation. The business units and offices identify
goals that can be enabled by IT; and IT can present new technologies that prompt business
units and offices to reconsider how they deliver services.
The County must be the center of information services innovation for advancing the delivery
of county services, anytime and anywhere. The County must be continually focused on
providing superior information services to support the multitude of county services and
programs we offer. The County's goal is to provide a reliable, secure, integrated information
services environment that meets not only today's needs for communication and business
efficiency, but positions the county to leverage new technology innovations, such as cloud
services, and best practices for business transformation and improved service delivery in
the future.
Departments throughout Weld County government need to find ways to deploy new
technology tools to expand employees' flexibility, allowing them to become more productive
and better serve our customers in the community. This means changing the way we design
county services by continually looking for more opportunities to streamline operations and
by addressing public needs in innovative, comprehensive ways. It may mean we have to
change how we communicate with the public we serve by expanding the services and
information the public can find online and through social media.
30
Transportation
The most obvious need for future investment in Weld County, which allows for dealing with the
direct impact of the oil and gas development, and accommodating the future growth in the
county, is in the long-term investment in the road and bridge infrastructure. Growth in the
county has put an ever increasing demand on the county's infrastructure. The growth has
increased the use of county roads and created congestion on many county roadways which
need to be mitigated. Although the county has made tremendous progress the last thirty years
in improving the overall condition of county roads and bridges, the growth is adding a whole
set of new problems. The character of many county roads in the Greeley -Windsor area and
southwest part of the county has changed from rural roads to urbanized roads due to the
traffic volume demanding a higher capacity and level of service.
While the economic stimulus of the energy industry and resulting growth in the County's
assessed value is positive, the downside is that the County will have to add significant
resources to the Public Works budget over the next five years to address safety issues and
improve roads impacted by the oil and gas industry's heavy hauling due to new exploration. In
recent years funds have been added to the Public Works budget to deal with the Haul Route
Program (HARP) to accommodate the energy development impacts. The Weld County 2035
Transportation Plan summarizes existing transportation conditions and recommends policy,
funding and roadway development for Weld County through the 2035 planning horizon. The
transportation plan takes the condition of the current transportation system and uses county
land use forecasts and regional travel demand models to outline a plan that will develop and
maintain a safe and efficient roadway network in Weld County long-term. The plan strives to
improve the movement of people and goods to all Weld County communities by enhancing
regional arterial roadways.
The total projected costs identified in the Weld County 2035 Transportation Plan are over
$400 million. When the plan is broken down into ten-year time increments, the short-term
(2011-2016) amount is $39.8 million, mid -range (2010-2025) $178 million, and long-range
(2026-2035) $185.4 million. Prior to 2013, many of the projects in the Weld County 2035
Transportation Plan were unfunded in the budget projections for future years. This changed
with the Strategic Investment Plan for the Future of Weld County. In approaching the funding
requirement, it will require another $10 million going into the Public Works Fund from property
taxes, raising the property tax level to $16.5 million from 2015-2018, and $19 million in 2019.
The additional property tax investment in the transportation system, together with the
anticipated federal mineral leasing dollars, severance tax from energy development, and
transportation impact fees, will add many of the necessary resources to fund the Weld County
2035 Transportation Plan. Besides these resources, the funds will also help provide matching
funds to leverage grants from the Energy Impact Assistance program and NFRMPO and
UFRMPO to fund projects in the Weld County 2035 Transportation Plan.
A five-year Public Works Capital Improvement Plan will continue to be updated annually and
will ensure a fair and reasonable determination of project priorities in accordance with the
County's overall transportation needs, especially in dealing with the impact of energy
development in the county. A significant long-term project has been the capital improvements
to the WCR 49/47 Corridor, south from SH 34 to 1.76 and north from WCR 60.5 (SH 263) to
SH 392 over the period of 2014-2018 requiring over $25 million per year to fund the road
improvements.
31
Economic Development
The goal of economic development in Weld County is to create and maintain a healthy and
sustainable economy that creates wealth, preserves the quality of life and improves the
standard of living for county residents. To accomplish this the county and our economic
development partners must focus on facilitating and attracting investment, creating new job
opportunities, stimulating growth and expanding the county tax base. To increase the number
and quality of business enterprises and primary or basic jobs in Weld County, the economic
development efforts must focus on enterprises that export goods and services outside the local
economy to regional, national, and international clients and, in turn, creating an inflow of capital
into the local economy. With a strong agricultural economy complemented by several value
added processing companies, like J Bs and Leprino, and the energy industry, the county has a
strong economic foundation upon which to build.
Weld County is pro -growth and has a healthy economy. It has a diverse workforce, room to
grow, and easily accessible transportation in regards to roadways and railways. Weld County
has seen recent growth in certain industries such as oil and gas exploration and production and
renewable energy technology and development. It offers proximity to urban areas while
maintaining its agricultural base and protecting water resources. The communities of the county
have a small town feel, but still have also seen rapid growth in population and land
development. There are also established retail centers and service centers. All of these
features create a good economic development environment to attract new businesses.
Working with economic development partners, such Upstate Colorado Economic Development,
Small Business Development Centers, Colorado Enterprise Fund, and state agencies, Weld
County has many economic development incentives to offer and tools to assist existing and
new businesses. The county offers a personal property tax incentive program, small business
incentives, Larimer/Weld Business Revolving Loan Fund, and Colorado Enterprise Loan Fund.
Portions of the county are designated as an Enterprise Zone under the state program. Other
state incentives and jobs program are available for businesses looking to locate and expand in
Weld County. In addition to the programs cited in 2016, the county established through property
tax credits and donations, a Brighter Weld County Scholarship Program for all Weld County
high school graduates for enhanced workforce development.
The County must have the long-term vision to diversify the economic base and assessed value
base of the county to become less dependent upon oil and gas assessed values. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-
term economic growth in the county and allow Weld County to be competitive in retaining and
attracting quality companies and a labor force to support those companies. innovative
economic development initiatives must bring together the synergy that Weld County has, such
as, no sales tax, low property tax rates, leveraging of oil and gas assessed value to nurture
other economic development, use of the natural gas and wind power in the area to provide low
cost electricity, and having an infrastructure that is strategically situated for the location of
businesses and high technology installations of the future. To accomplish long-term economic
prosperity and maintain the county's strong fiscal health, Weld County must use its financial
resources to drive innovation to foster more productive, inclusive, and sustainable growth by
better use of the assets and creativity of the county and our private partners. This could mean
looking at current economic development incentives, such as personal property tax credits, and
providing infrastructure to accommodate new companies in innovative and creative ways. Weld
County is fortunate that it has the financial resources to initiate, direct, and implement
innovative economic development ideas when the opportunities present themselves.
32
County Government Financial Trends
Adherence to conservative and prudent fiscal management practices have enabled Weld
County to maintain balanced budgets and stable reserves, implement proactive strategies to
manage county programs, avoid debt entirely through cash financing of capital projects and
provide core services to residents. The county's financial discipline has enabled us to embrace
the changes that are reshaping all aspects of our lives — from how we live and work to how we
share information and communicate — in many ways fundamentally changing the public's
expectations of, and relationship with, government.
There are a number of future issues and concerns that will be impacting Weld County's budget
in subsequent fiscal years. Some of the issues are shared by many local governments, such
as the state's structural budget issues long term, federal debt, ever increasing healthcare
costs, and growing citizen service demands. Unique to Weld County is the continued impact of
oil and gas development touching on many aspects of Weld County currently, and in planning
for the future. The energy development presents both challenges and opportunities for Weld
County government. As has been the case for the last six to seven years, growth and
development activity directly, or indirectly, related to oil and gas exploration seems to be the
main economic driver in the majority of positive economic activities in Weld County. Given the
commitments of the large oil and gas companies in Weld County, the County seems primed to
see considerable long-term investment and development in the oil and gas arena. Although
the future of energy development in Weld County appears bright, it is not without risks. Oil and
gas production in Colorado has risks associated with the potential of more government
regulations and voter initiatives trying to restrict or limit fracking in Colorado communities.
These regulatory risks, if implemented, could dramatically impact future oil and gas
development in Colorado.
The volatility of the oil and gas assessed values continues to be a major impact to the
County's budget planning. The dramatic drop in oil prices due to global supply and demand,
beginning in late 2014, shows the vulnerability the county faces due to the high percentage of
assessed valuation tied to oil production and prices. Because of the volatility of production
levels and price fluctuations of the oil and gas values, the county must continue to prudently
manage the property tax base created by the energy development. In February, 2012, staff
developed, and the Board of Weld County Commissioners approved, the Strategic Investment
Plan for the Future of Weld County, with the purpose of providing an analysis of the optional
uses of the projected property tax revenues from the new oil and gas development in Weld
County. The option selected was to develop a long-term strategy of investment in the County's
infrastructure, technology and innovation, workforce training and development, economic
development for diversification of the local economy, and to establish a fluctuation reserve to
deal with the volatility of the peaks and valleys in energy prices and production.
The County's budget must continue to reflect a multi -year strategic approach to managing
county resources within the ongoing challenging economic environment. The primary goals of
this strategy are to preserve core services, maintain the commitment to the county's capital
program, and accommodate the impacts of the energy development in Weld County. The
county has been able to accomplish these objectives while adhering to its fund balance and
reserves policy that specifies that a large contingency fluctuation reserve be maintained as a
buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost structure using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability.
33
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
STRENGTHS:
Fiscally responsible and
constrained
• Visionary and proactive
• Provide good and
effective services to
citizens
Commitment to bung a
responsive government
Responsible and
accountable to the citizens
Coordinated efforts inside
and outside the county
• Good use of technology to
communicate internally
and externally
• Strong advocates for our
citizens and their values
Effective use of
technology to provide
services
r
WEAKNESSES:
Enhance communications
with public
Improve relationships
with other entities
• Understand the impacts
of demographic changes
in the county
Focus efforts to recruit
and retain good
employees
Improve public
perception of Weld
County
• Use techn • logy to
advance county services
34
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
OPPORTUNITES: CHALLENGES:
S
Increasing revenues
equal increased voice
and leverage
• Budget strength equals
political strength
• Technology on the
leading edge
• Consolidation/partnersh
s through government
collaboration and
private community
organizations
Self promotion
nationally and through
industry leaders
Leveraging resources
Diversification of the
local economy
Education/information
telling our own story
S
• Changing demographics of
county with growth
• Immigration from different
areas and cultures
(language)
• Oil and gas volatility and
impact on the economy as
a whole
• Biased reporting in the
•
me • is
Distrust of government at
all levels
• Private competition and
public labor market
• Natural disasters,
pandemic, terrorists, and
cyber security
Citizen activists locking up
g vernmen#
• Federal and state structural
budget pr.blerns
35
STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area
plans, including the mission statement for each strategic area,
the goals and desired outcomes, strategies to achieve the goals,
and performance objective/key performance indicators. The
strategic area are:
•Public Safety
• Hea.lth Service
• Human Services
*Transportation
•Community and Economic Development
•Enabling Strategies: Financial and Operational Support
36
STRATEGIC AREA:
PUBLIC SAFETY
STRATEGIC AREA: PUBLIC SAFETY
Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDAS: : Reduction of paper files and duplicated date entry efforts.
• Mission Statement: To provide effective public safety services with honor and integrity
(Patrol Division)
o Goal SO PD 1: Protect the well being of the citizens of Weld County.
o Goal SO PD2: Establish and maintain meaningful communication with the citizens
of Weld County.
Mission Statement: To accept and lawfully hold prisoners in a safe, humane and
wholesome environment that returns people to the community better, or no worse, than
they arrived. (Detention Division)
o Goal SO DD1: Lawfully hold prisoners in a safe and humane environment.
o Goal SO DD2: Maintain a continuum of effective jail alternatives that offer a range
of sentencing and pre -adjudication options to secure custody.
•
Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center)
o Goal PS WCR 1: To answer 90% of 9-1-1 calls during the average busy hour
each day within 10 seconds.
38
o Goal PS WCRCC2: To answer 95% of 9-1-1 calls during the average busy hour
each day within 20 seconds.
o Goal PS WCRCC3: To resolve Severe/Immediate/Urgent Issues 100 % monthly.
o Goal PS WCRCC4: To resolve all Service Requests 90% monthly.
o Goal PS WCRCC5:
mplement a new public safety information system.
• Mission Statement: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
o Goal PS C 1 : Continually adjust to meet readiness and service needs
o Goal PS C2: Enhance professionalism and promote department excellence.
o Goal PS C3: Maintain highly qualified investigation staff prepared to meet the
present and future needs of the department.
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Justice Services)
o Goal JS -1: To reduce the cost of pretrial incarceration through effective pretrial
release and supervision services; assure defendant court appearance and no new
law enforcement contact while on supervision in the community. (Justice Services)
o Goal JS -2: To assist the Criminal Justice Advisory Committee (CJAC) to be a
resource to local justice system policy makers to analyze, problem solve and create
efficiencies to overall service delivery. Use this information to regularly update and
maintain long-term resource and capital needs for Weld County. (Justice Services)
o Goal JS -3: To provide safe and less expensive alternatives to the use of jail and
prison; administer the Weld County Community Corrections Board, various
contracts and agreements with the Colorado Department of Public Safety and the
Department of Corrections, provide oversight of selected vendors and of the
Community Corrections Facility. (Community Corrections)
39
Mission Statement: To coordinate emergency preparedness planning in Weld County.
(Office of Emergency Management)
o Goal PS OEM 1: Enhance capability necessary to protect the community from all
hazards.
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld
County
2. Ensure and improve the level of preparedness through training and exercise
opportunities.
3. Bolster planning efforts through cooperative collaboration with community
partners
o Goal PS OEM 2: Increase response capability necessary to improve life safety,
property protection and environmental preservation
1. Heighten the level of readiness through emerging technologies
2. Expand public, private, non-profit and faith based partnerships to strengthen
response capabilities.
3. Assess, identify, maintain and enhance resources for emergency response.
o Goal PS OEM 3: Implement initiatives to engage the whole community in order to
more effectively recover from disasters.
1. Enhance community partnerships to identify and resolve unmet needs
2. Review and enhance short and long-term recovery methods.
3. Pioneer new techniques for more accurate and timely damage assessments.
o Goal PS OEM 4: Build a more resilient community through innovative mitigation
strategies.
1. Identify and apply new research to accurately assess possible risks and
hazards to the community.
2. Leverage various funding sources to complete mitigation projects.
STRATEGIC AREA:
HUMAN SERVICES
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations. (Department of Human Services)
o Goal HHS 1: To continuously strengthen services and support innovation that lead
to a culture that empowers people to improve their quality of life.
o Goal HHS2: Develop and deploy consistent performance management approaches
across the Department of Human Services.
o Goal HHS3: Establish a systematic structure to effectively communicate inside and
outside of the Department of Human Services.
o Goal HHS4: To prepare for the future by identifying appropriate actions to external
threats that may impact the Department of Human Services.
o Goal HHSS : To develop a means to clearly and effectively communicate the value
of Human Service programs to any person inside and outside of the organization
on a continuous basis.
o Goal HHS6: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Department of Human
Services.
o Goal HHS7: Perform as advocate for veterans and dependents seeking Service
Connected Disability Compensation and Non -Service Pension claims.
o Goal HHS8: Assist veterans and dependents enroll in Veterans Administration
health care.
o Goal HHS9: Provide education assistance and burial and survivor benefits for
veterans and dependents services.
STRATEGIC AREA:
HEALTH SERVICES
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the health
and environment of the residents of Weld County. (Department of Public Health and
Environment)
o Goal HSI: : To improve the health of our diverse communities by assuring
individuals, families, and communities gain greater control of factors that influence
their health.
o Goal HS2: To lessen adverse public health impacts of disease through preventive
measures.
o Goal HS3: To enhance our organization's effectiveness by continually monitoring
our performance and evaluating our programs.
44
STRATEGIC AREA:
TRANSPORTATION
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To design, build, and maintain safe and economical roads and bridges,
buildings, and other facilities for the safe and efficient use by the citizens of Weld County and
others. (Public Works Administration)
o Goal TPW I: Provide effective and efficient administrative and managerial support and
supervision to the Public Works Department. (Public Works Administration)
o Goal TPW2: Perform transportation of materials for maintenance and construction projects
by delivering the quantities required within the time frames requested and by surpassing
past efficiencies. (Public Works Trucking)
o Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous
improvement of road conditions, and opening all non -paved roads within 72 hours after a
snow event. (Public Works Grader)
o Goal TPW4: Perform the construction, repair. and replacement of County Road and Bridge
infrastructure projects by staying within the scope, within the budget, and on time. (Public
Works Bridge Construction)
o Goal TPWS : Maintain traffic control devices on County roads and bridges. (Public Works
Maintenance Support)
o Goal TPW6: Perform the production of aggregate materials, reclamation activities, and
safety measures. (Public Works Mining)
o Goal TPW6: Haul all material needed for gravel roads, RAP (recycled asphalt) roads and
asphalt road construction and overlay projects. Clear paved roads of snow and ice. (Public
Works Trucking)
o Goal TPW7: Provide pavement management to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb and gutter,
seal coat, aggregate, and other contracted services as assigned. (Pavement Management)
o Goal TPW8: Development, design, inspection,testing, planning, and review of all phases
of County road and bridge engineering services for both in-house and contracted projects.
(Engineering)
o Goal TPW9: Implement the Colorado Weed Management Act on County properties and
assist landowners with compliance with the law through public education and assistance.
(Pest and Weed)
46
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement:Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area residents.
Focus on facilitating and attracting investment, creating new job opportunities, stimulating
income growth and expanding the local community tax base.
o Goal ED 1: Encourage theexpansion of existing businesses and the location of new
industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development efforts
that are consistent with the Goals and Policies of Weld County.
o Goal ED: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth,
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: : Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information,
Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest Weld
County.
48
STRATEGIC AREA:
LAND USE
STRATEGIC AREA: LAND USE
Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our greater
community, so that quality of life and property values are maintained for County residents,
business and property owners through a coordinated and cooperative planning process.
o Goal CED 1: Increase effectiveness by maintaining regular communication with
the public, outside agencies, County departments, and the County Planning
Commission.
o Goal CED2: Plan for long-term development and legacy of the County to ensure
efficiency of services to promote economic investments.
o Goal CED3: Provide consistency, quality, and thoughtful land use and
transportation planning.
o Goal CED4: Develop and maintain incentives for small business development.
o Goal CED5: Minimize government by implementing common sense approaches
to solving problems and adapting to changes.
o Goal CED6: Work with, not against, the flowing tide of free markets whereby
reducing or eliminating red tape and barriers to entry.
o Goal CED7: Ensure safe construction throughout unincorporated Weld County.
o Goal CED8: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
o Goal CED9: Maintain quality, professional and timely site inspections.
50
STRATEGIC AREA:
ENABLING STRATEGIES
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES 1: Enable County departments and its service partners to deliver quality
customer service.
o Goal E2: Enhance community access to reliable information regarding services
and County government issues.
Goal E 3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
c Goal ES4: To improve service, increase efficiency and provide greater information
access and exchange between the County Commissioners and the citizens of Weld.
County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent records
which are accessible to the public. (Clerk & Recorder - Recording)
Goal ESS: Ensure statutory requirements and regulations governing the recording,
indexing, imaging and electronic archiving. To be accountable and responsible to
the public's needs. Ensure that the citizens receive professional, timely and quality
service at all times.
•
Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: 6 : Ensure that every eligible voter is given the opportunity to vote either
through Vote Center voting, Mail -In Ballots, Early voting or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Vote Center that is organized, safe and free of
influence. Maintain a staff of highly -trained professionals who have the
responsibility for the administration of the election office and all duties charged to
the office.
o Goal E7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Ensure that the citizens receive professional,
timely and quality service at all times. (Clerk & Recorder - Motor Vehicle)
a Goal E 8: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
o Goal ES 10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
Goal ES 11: Deliver on promises and be accountable for performance. (Finance &
Administration)
Goal ES 12: Ensure the financial accounting o f County funds is accurate
(Accounting)
Goal ES13: 3 : To provide the effective procurement of quality products and services
at the best value to Weld County tax payers.(Purchasing)
Goal ES 14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
Goal E515: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Building & Grounds)
Goal ES 16: Direct planning, design, engineering, construction services, and capital
improvements. (Building & Grounds)
Goal ES 17: Ensure a responsive, service -oriented, effective maintenance services.
(Building & Grounds)
o Goal ES18 : Perform preventative maintenance actions to reduce lifetime
operational cost. (Building & Grounds)
o Goal ES 19: To provide quality, sufficient, and well -maintained county vehicles to
county departments. (Motor Pool)
o Goal ES0: Capitalize on phone technology to improve service, increase efficiency
and provide greater phone access and exchange.
•
Mission Statement: Provide responsive, adaptive, transformative, innovative, and cost-
effective information technology solutions and services. This assists County departments
and offices to successfully achieve their objectives. IT will assist with the implementation
and support of technology solutions empowering the citizens of Weld County to access
information and mission critical services in a comprehensive, responsive and effective
manner. (Information Technology (IT) Department)
Note: Information Technology has a comprehensive strategic plan available online at:
http://wci.weld..gov/DepartmentLinks/InformationTechnolo ,\ index.html
53
54
2019
BUDGET STRATEGY
The budget strategy uses proven methodologies of dealing with past budgets and looking at future
strategic approaches. The budget is based upon the following assumptions and approaches:
No local property tax initiative will be approved by the voters and the 15.038 mill
levy cannot be raised without political fallout in these economic times.
In the 2019 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total budget.
Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. County dollars will not
displace federal or state reductions.
Program funded with state and/or federal allocation increases must be able to have
a sustainability plan when staff or program costs are increased or be prepared to
reduce staff or program costs, if the allocation declines.
Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
Early warning sessions will be held in September addressing budget issues
identified early in the process.
All county departments and offices will receive a set target amount for 2019 before
budget preparations begin.
A target of ten percent off the 2018 budget base will be uniformly applied to
all budget units.
Fringe benefits will be left at the current level of benefit.
No salary adjustments will be included in the requested budget. The Board will
determine any salary adjustments above the 2018 level in the Final Budget
process. Any Department Head or Elected Official justifying to the Board a higher
salary for a class unique to that department or office should include the additional
salary within the assigned target budget amount.
Any 2019 classification upgrades will be treated like new position requests in the
budget process, with the department funding any requests within the target
amount.
There will not be any recommended increases in staff in the recommended budget
to the Board. Increased workload will be absorbed by existing personnel wherever
possible through increased productivity.
Outside agencies that provide contractual services will be treated like county
departments.
55
New or expanded mandates will be absorbed within the 2019 target amount by all
budget units.
Additional program options outside the overall budget plan will be proposed for
Board consideration. Staff will explore the options as directed by the Board, and
these options will be topics of discussion at the public work sessions and hearings.
Self-supporting budgets will float at the 2018 funding levels.
A review of all discretionary programs will be done by the Department Head or
Elected Official and the Board.
All vacant positions in 2019 will follow the "sunset review" process to determine if
the position needs to be filled.
Resources for new activities will come from increased productivity and termination
of existing activities wherever possible. No new non -mandated programs will be
proposed without proportionate cutbacks in other programs.
All user and service fees will be examined and recommendations made for
increases or other adjustments to match the cost of providing such services.
As 2019 budget requests accommodate or are integrated with long term program
strategies, they will be highlighted.
The budget strategy will permit Weld County to cope with the new fiscal and program challenges
faced in 2019,. while accomplishing a balanced budget. The 2019 budget must be structured to
attempt, within available funds, to ensure that:
Basic services are funded at adequate levels.
Revenue has been estimated at realistic levels.
Reserves that afford protection for the future are funded.
Productivity improvement programs are continued.
Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
TABOR Amendment limits will be adhered to in the budget.
Legislative and regulatory changes are accommodated.
Technologies are employed in cost effective manners in the county.
Population growth and development is planned for and accommodated.
New initiatives associated with the human capital management strategies are
accommodated.
56
Investment in the transportation system infrastructure as outlined in the Five -Year
Public Works Capital Improvement Plan addressing the strategic roads of the
county and the maintenance of the current road and bridge infrastructure.
Continue the initiatives required to foster area economic development and to
improve the quality of life.
Provide for long term capital planning for facilities, information technology, and
communications infrastructure.
2019
BUDGET CALENDAR
April 17
May 14 - May 18
June 15
June 15
June 15
June 15
June 15
June 15
July 6
July 6 - September 15
September 18
September 18
October 23 and 25
November 2
October 23 - December 11
December 12
December 12
Board reviews the 2019 budget plan.
Director of Finance discusses target budgets and 2019 budget
plan with department heads and elected officials.
Elected officials and department heads submit applications for
the innovation investment program projects to Finance.
Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
Elected officials and department heads submit telecom service
requests to Telecom Services.
Elected officials and department heads submit new position
requests and any reclassification requests to Human
Resources.
Elected officials and department heads submit requests for
information technology services requests to Information
Technology.
Elected officials and department heads submit requests for
vehicles to the Fleet Manager.
Submit budget request to Director of Finance and
Administration
Finance office review.
Early warning budget work session and community agency
requests.
Budget Message to Board and transmit Proposed Budget to
Commissioners.
Budget work session hearings with commissioners and
elected officials and department heads.
Publish notice of final budget hearing.
Prepare final budget.
Public Hearing to adopt mill levy.
Public Hearing on Final Budget, 9:00 a.m.
58
EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers tend
to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting
process is to produce a "user friendly" document, designed to enhance policy makers', managers',
and citizens' understanding of major issues, resource choices, and impact of the total budget.
The budget is not only a financial plan, but a policy document, operational guide, and
communication device.
As a financial plan, Weld county's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation, review, and adoption process, includes a demographics or community profile section,
and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services, surveys,
town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon
the community assessments, policy formulation is done by analyzing community needs,
developing county -wide goals, assessing prior year program performance, reviewing policy
alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the
creation of a capital improvements plan and long range plan.
Program planning at the department level follows policy formulation. All departments assess their
programs, explore alternatives, design and define existing and new programs, develop program
objectives, and relate present operations to the programs planned. The budget is then based
upon the program, performance, and periodic program review. This process allows for the
allocation of resources by program area and multi -year projections. The programs are then
evaluated on an on -going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
59
The budget and management system is supported by the Banner Accounting System, fiscal
control and cost accounting by program, and workload and performance management systems
and reports.
In summary, Weld County's budget process is virtually a year -around process, combining months
of planning, analysis, program and policy review, and constant monitoring. The adopted budget
asserts Weld County's commitment to meet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input, policymakers, county departments and
offices, and teamwork.
The following two pages show the process graphically.
60
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Community
Assessment
PROGRAM
EVALUATION
Program Analysis
Review Program
Performance
Examine and Evaluate
Alternatives
Service
Delivery
Analyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
SUPPORT
Accounting System
Fiscal Control
Cost Accounting
By Program
Performance
Measurement
Systems and Reports
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi -Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
PROGRAM
PLANNING
Assess Program Alternatives
Design Program
Define Program
Objectives
Relate to Present
Operations
Revise as Necessary
61
HIERARCHY OF BUDGET INFORMATION
BOARD OF COUNTY
COMMISSIONERS
Budget Policies
Budget Process
Revenue Policies
Policy Directions
Accounting Policies
Investment Policies
Capital Improvement
Policies
Budget Guidelines
Allocation of
Resources
\\N
Implementation and
Results of
Strategic Objectives
Major Program Goals
Specific Revenue
Assumptions
Policy Matters/
Points of Issue
Workload Data
Department Objectives
Significant Changes
DEPARTMENT BUDGET UNITS
62
BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
2. Analyze new or expanding services, using common criteria for justification, aimed
at identifying mandated and optional programs.
3. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
4. Aggressively analyze major revenue sources.
5. Eliminate procedures which were not fully utilized in the decision making process
of the budget.
6. Identify optional programs and service levels which may be reduced if necessary.
7. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
8. Utilize the target budget approach.
9 Continue a strategic planning process.
63
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
WELD COUNTY FUND STRUCTURE
By Budgetary Basis
Modified Accrual Basis of Budgeting
(Government Fund Types)
General
Fund
Special
Revenue
Public
Works
Social
Services
Conservation
Trust
Health
Human
Services
Solid Waste
Capital1
BUDGETARY ACCOUNTING BASIS:
Accrual Basis of Budgeting
(Proprietary Fund Types)
Internal
Service Funds
r ,
Fleet.Health
Services Insurance
J
Insurance
Weld
Finance
Corp.
Telecom
Services
Crime Lab
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers
to when revenue and expenditures are recognized in the accounts and reported in the financial statements.
Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus
applied.
The governmental funds and expendable trust funds utilize the modified accrual basis of accounting. Under
this method revenue is recorded in the year in which it becomes both measurable and available as net
current assets. "Measurable" means the amount of the transaction can be determined and "available"
means collectible within the current period or soon enough thereafter to pay liabilities of the current period.
Revenue susceptible to accrual, that is, measurable and available to finance the County's operations, or of
a material amount and not received at the normal time of receipt, primarily consists of 1) state highway
users tax; 2) property taxes, assessed in 2018, payable in 2019, and 3) various routinely provided services
(health department). Unbilled charges for services are recorded in the appropriate funds at year end.
Expenditures are generally recorded when the related fund liability is incurred.
Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which
it is earned and becomes measurable. Expenses are recorded when liabilities are incurred. Due to
Colorado legal requirements, capital expenses are budgeted and appropriated in the Proprietary Funds.
64
BUDGET ADOPTION:
An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in
accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is
prepared on a basis consistent with generally accepted accounting principles for all governmental,
proprietary and expendable trust funds. The accounting system is employed as a budgetary management
control device during the year to monitor the individual departments (level of classification which
expenditures may not legally exceed appropriations). All annual appropriations lapse at year end.
The Director of Finance and Administration is authorized to transfer budgeted amounts within departments
of each fund. Any revisions that alter the total appropriation for each department must be approved by the
Board of County Commissioners through a supplemental appropriation ordinance.
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111, C. R. S., provides that, if during the fiscal year, the governing board deems it necessary,
in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies
from one or more spending agencies in the fund to one or more spending agencies in another fund and/or
transfer budgeted appropriated monies between spending agencies within a fund.
Section 29-1-111, C. R. S., provides that, if during the fiscal year, the governing body or any spending
agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget
from any source other than the local government's property tax mill levy, the governing board of the local
government may authorize the expenditure of these unanticipated or unassured funds by enacting a
supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of County
Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than
December 15 and are payable the following year in two installments on February 28 and June 15, or in full
on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes as
well as property taxes for all school districts, cities and towns and special districts located within the county.
In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county
purposes, when applied to the total valuation for assessment of the county, shall be reduced so as to
prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the
preceding year, plus five percent (50/x), except to provide for the payment of bonds and interest. The Board
of County Commissioners may submit the question of an increased levy to the County Council and, if in the
opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant
an increased levy for the county in such amount as it deems appropriate, and the county is authorized to
make such increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal
to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified
electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot be
increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property
tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter
approval.
65
EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
Funds generally used to account for tax -supported activities.
General Fund
The General Fund accounts for all financial transactions of the County that are not properly
accounted for in other funds. Ordinary operations of the County such as public safety,. County
administration and other activities financed from taxes and general revenues are reflected in this
fund. The three percent of fiscal spending reserve established in accordance with the State
Constitution Amendment One (TABOR), passed November 3, 1992, is included in the General
Fund's fund balance.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
County which finances specified activities as required by law or administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld County
road and bridge construction and maintenance. This fund is also utilized for allocation of
monies to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public welfare
programs administered by the County.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received
from the State of Colorado to be used for the acquisition, development, and maintenance
of new and existing conservation sites within Weld County. The funds are derived from
the Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Public Health Fund: The Weld County Department of Public Health and Environment
provides health services to County residents. The fund reflects revenue and expenditures
for health care, health education, health monitoring, and other related activities.
Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are DOL, HHS, and CSA.
Solid Waste Fund: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites for the purpose of combating environmental
problems and for further improvement and development of landfill sites within the County.
66
Capital Project Funds
Capital Project Funds are established to account for financial resources used for the acquisition
or improvement of the capital facilities of the County.
Capital Expenditures Fund: This fund accounts for various capital improvement projects on
County property as required by Section 29-1-301, C.R.S., 1973.
PROPRIETARY FUND TYPES:
Proprietary funds focus on the determination of operating income, changes in net assets (or cost
recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
Enterprise Funds:
Enterprise Funds account for departments providing services primarily to third party payers.
Northern Colorado Regional Forensic Laboratory Fund: This fund accounts for the
maintenance and operational cost of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
Internal Service Funds:
Internal Service Funds are established to account for goods and services provided to other
departments of the County on a cost -reimbursement basis.
Fleet Services Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other County funds.
Insurance Fund: This fund accounts for all insurance costs for the County. The program
is a combination of insured risks and protected self-insurance risks.
Telecom Services Fund: This fund accounts for all phone costs provided to the County
and other outside agencies on a cost -reimbursement basis.
Health Insurance Fund: This fund accounts for the self -insured health, dental, and vision
plans offered County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. There are no active leases. The last lease was paid off on August 1,
2007.
67
BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2019 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget Unit
Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide goals and workload and performance data
for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing board
and public reader:
• Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be
implemented in the county as required by the Board of County
Commissioners and insure that the activities of the departments are
consistent with the policies determined and set by the Board of
County Commissioners.
68
SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
Decrease the mill levy by 0.762 mills to 15.038 mills with a 7.0 mill temporary tax credit
Complete bridge mitigation projects resulting from the 2013 flooding.
Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $36.0 million.
Update the Hazard Mitigation Plan in 2019.
Increased funding for WCRCC staff by ? FTE to cope with the E911 call volume.
Perform all wireless radio maintenance in-house for all agencies using WCRCC.
Reallocate two Sheriff Contract Service deputies to Investigations to increase law
enforcement services in the field.
Add 16.00 FTE in the Sheriff's Office
Implement a Body Worn Camera program in the Sheriffs Office
Open a Southwest Weld Substation booking function to serve south county law
enforcement agencies
Complete construction of the $45 million jail expansion.
Fund increased salary adjustments for all sworn Sheriff officers to be competitive with
other Front Range law enforcement agencies for recruitment and retention of officers.
Continue to implement SB 15-242 which expands the Child Welfare staffing by three in
reaction to the 2014 Colorado Child Welfare Workload Study.
Continue efforts to control health care costs for county employees and their dependents.
Fund two positions in Justice Services and four in Work Release to produce cost -
avoidance at the jail and efficiencies in the criminal justice system to assure public safety.
Add seven positions in Engineering and two in Planning to deal with growth in
development and the Local Assessment for Pipelines (LAP) permitting.
State increased categorical eligibility requirements for the Supplemental Nutrition
Assistance Program (SNAP) from 130% to 200%, which will result in a growth in the
caseload and benefit payments paid.
LONG TERM FINANCIAL
PLANNING POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to annually adopt a balanced budget. Balanced budget means expenditures cannot
exceed available resources. No debt financing of the operational budget is permitted. Weld
County's policy is that under no circumstances will Weld County adopt a budget that is not
balanced, even if the constitutional requirement is lifted.
Long Range Planning: The Board of County Commissioners has adopted countywide strategic
goals. The recommended budget shall, to the extent possible, based upon available resources,
be consistent with the goals and objectives of the county's strategic goals. The process shall
involve identifying several critical areas which have or are expected to have an impact on the
financial condition of the county over the next five years. Once the critical issues are identified,
specific goals and objectives will be developed along with an implementation plan by impacted
departments.
Long Term Financial Forecast: Annually prepare a five-year forecast that maintains the current
level of services, including known changes that will occur during the forecast period. If the forecast
does not depict a positive operating condition in all five years of the forecast, the county will strive
to balance the operating budget for all years included in the five-year financial forecast.
Long Term Budget -to -Actual Trends: Annually evaluate trends from a budget -to -actual
perspective and from a historical year-to-year perspective to identify areas where resources have
been over allocated. This will improve the accuracy of revenue and expenditure forecasts by
eliminating the impact of recurring historical variances.
Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance and
Administration. The inventory shall include the identified needs, a list of projects, their cost
estimates, and project timetable for funding, acquisition or construction. The recommended
budget shall include a capital budget and a five-year capital plan with a balanced financial base
for renewal, replacement, and new projects. The capital budget shall be adequate to maintain
capital assets at a level sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year and
long-term. Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence
of the County's budget on oil and gas revenue fluctuations in production and price, and long range
depletion of the resource in the County.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and indirect
costs, where the user of the goods or services has the ability to pay. All fees will be reviewed
periodically to insure that they are still appropriate. Fees will be available for the public and
adopted by code in public meetings.
Use of One -Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will be
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to fund assets or other non -recurring expenditures, or to put the one-time revenues in a reserve
fund.
Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay cash
for major projects rather than borrowing. Any existing debt will be retired at the earliest possible
time during the life of the debt unless circumstances change significantly. Weld County's debt
level per Weld County's Home Rule Charter and state law cannot exceed three percent of the
current assessed value of the county►. The current debt capacity is approximately $300 million.
Debt under the debt limit includes all financial obligations over one year in duration, e.g. general
obligation bonds, revenue bonds, certificates of participation, notes, lease purchase agreements,
letters of credit, revenue warrants, long term lease obligations, or any other multiple -fiscal year
direct or indirect debt or other financial obligation. Obligations for pension plans are excluded
under Colorado state law.
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form
of a contingent reserve, plus adequate fund balances for cash flow, to protect against the need to
reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted
one-time expenditures. See fund balance policy in the policy section of the Budget Message for
more details.
Operating/Capital Expenditure Accountability: A► budgetary control system will be maintained
by the Finance Department to ensure accountability and adherence to the budget by restricting
the expenditure of funds above the amount appropriated for the spending agency. Monthly
financial reports will be available on-line through the accounting system for elected officials and
department heads, detailing the progress towards budget compliance. These reports will, at a
minimum, compare the current budget and year-to-year revenues and expenditures by
department.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
Strategic Investment Plan for the Future of Weld County: Due to the oil and gas boom in Weld
County from development of the Niobrara formation Weld County property tax revenue has
increased. As a result in February, 2012, staff developed and the Board of Weld County
Commissioners approved the Strategic Investment Plan for the Future of Weld County. A long-
term strategy of investment in the county's infrastructure, technology and innovation, staff and
workforce development, and economic development for diversification of the local economy can
all have a demonstrable long-term payoff. A good county transportation system facilitates the
movement of goods and services. Investment in innovation and technology will lay the foundation
for new and more efficient governmental services being provided by Weld County government.
Staff development ensures that the county's employees have the skills required to provide the
very best service possible to the citizens of Weld County. Investment in economic development
for the diversity of the local economy will lay a solid foundation for long-term economic growth in
the county and allow Weld County to be competitive in retaining and attracting quality companies
and a labor force to support those companies. Weld County has to focus on investing rather than
spending in order to ensure long-term economic prosperity not only while the energy boom is
happening, but also when it eventually ends.
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CAPITAL IMPROVEMENT POLICY
Capital Improvement Plan - A plan for capital expenditures to be incurred each year over
a fixed period of several years (normally on a five year cycle) setting forth each capital
project and identifying the expected fiscal year for each project and the anticipated
revenues to finance those projects.
2 Capital Improvement Staff Committee - The Director of Finance and Administration
develops a Long Range County -wide Capital Improvement Plan for all major capital
expenditures within the County after surveying County -wide needs with program
managers. The Board of County Commissioners is responsible for approving capital
improvement policies, as well as, approving capital improvement programming as a part
of the annual budget.
3 Capital Assets - Capital assets are defined as land, improvements to land, easements,
buildings, building improvements, vehicles, machinery, equipment, works of art and
historical treasures, infrastructure, and all other tangible or intangible assets that are used
in operations and that have initial useful lives extending beyond a single reporting period.
4. Capital Projects - Capital projects are defined as those major, non -recurring projects that
have a time interval of at least three (3) years between such expenditures and have a total
cost of at least $10,000. Purchases of real property and selected equipment may be
exempted from these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B. Large scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D. The cost of engineering or architectural studies for services related to a
major public improvement.
E. Acquisition of land and/or buildings.
5. Annual Action Program - Those capital improvement projects from the plan which have
been identified by the Director of Finance and Administration and approved by the Board
of County Commissioners for funding and implementation for each fiscal budget year.
0 Relationship Between Capital Funding and Operating Budget - Capital assets, which
include property, plant equipment, software, rights -of -way, and infrastructure assets (e.g.,
roads, bridges and similar items,) are reported in the applicable governmental or business -
type funds. Capital assets are defined by the County as assets with an initial, individual
cost of more than $5,000 and a useful life of more than one year. All fixed assets are
valued at historical cost or estimated historical cost if actual historical cost is not available.
Donated capital assets are recorded at estimated fair market value at the date of donation.
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The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized.
All reported capital assets, except for gravel roads, are depreciated. Improvements are
depreciated over the remaining useful lives of the related capital assets. Depreciation on
all assets is provided on the straight-line basis (asset value divided by years of useful life)
over the following estimated useful lives:
Buildings
Improvements
Infrastructure Bridges
Infrastructure - Roads
Equipment
Heavy Equipment
20 - 50 years
20 years
50 years
20 years
3 5 years
10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation. To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained. The
County has elected to use this alternative approach only for gravel roads.
INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy that is reviewed annually by the Investment Committee. A copy of the detailed investment
policy can be obtained by contacting the Weld County Treasurer at (970) 400-3260. The following
is a brief overview of the investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified" financial
institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any
deposit/investment amount in excess of $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners, Sections
11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged
to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to the
county general fund for the purpose of supplementing the county mill levy thus reducing the
amount of revenue required from property tax.
The County maintains a cash and investment pool that is available for use by all funds except the
Pension Trust Fund. Several of the County's funds also hold investments on their own account.
The cash and investments of the Pension Trust Fund are held separately from those of the other
County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is over $230 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and
instrumentalities, commercial paper, and repurchase agreements. The Pension Trust
Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 2.50 percent in 2019.
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FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent
management tool and important factor in providing financial flexibility to the County. A► financial
reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures.
The reserves provide a first line of defense against deficit spending and help maintain liquidity
when budget downturns become inevitable. The appropriate size of such fund balance reserves
depends on the potential viability of the County's revenues and expenses, as well as its working
cash needs to handle seasonality of revenues or expenditures.
The Board of County Commissioners adopted the County Fund Balance Policy on December 14,
2011, nunc pro tunc January 1,. 2011. The policy was created to help reduce the negative impact
on the County in times of economic uncertainty, major fluctuations in oil and gas assessed
valuations, and potential losses of funding from other governmental agencies. The policy
established minimum requirements for reserves and guidelines for the use of certain funds. The
reserves and restrictions are also consistent with the requirements under Colorado statute or
state constitutional requirements. The County Fund Balance Policy requires the following:
• Any remaining fund balance following all restrictions and commitments in the Health
Fund shall be assigned for the purpose of future health programs for the benefit of the
citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Social
Services Fund shall be assigned for the purpose of future welfare programs for the
benefit of the citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Human
Services Fund shall be assigned for the purpose of future welfare, senior, and
e mployment programs for the benefit of the citizens of Weld County.
• The Contingency Fund shall maintain a minimum fund balance to cover a minimum
ten (10) percent of the annual expenditures and maximum of twenty (20) percent of
the annual total expenditures as determined by the Director of Finance and
Administration to provide: (1) a reasonable level of assurance that Weld County's
o perations will continue even if circumstances occur where revenues are insufficient
in an amount that is equal to at least one -percent of annual expenditures to cover
n ecessary expenses for public safety, public welfare and public works; (2) there is a
major reduction in oil and gas assessed valuations; or (3) there are other unexpected
n eeds or emergency situations costing an amount that is equal to at least one -percent
of annual total expenditures that do not routinely occur. The Contingency Fund shall
be funded by property tax with a half -mill applied to the county's assessed value
annually, unless the Board of Weld County Commissioners adjusts the amount in the
annual budget process.
• The three -percent TABOR emergency reserve required by Article X, Section 20(5) of
the Colorado Constitution shall be a restricted fund balance in the General Fund in an
amount equal to eight -million dollars or three -percent of the TABOR revenue limit,
whichever is greater.
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POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Incorporate the Strategic Investment Plan for the Future of Weld County into the budget.
Continue revenue maximization policy to support County services to users.
Continue policy of identifying ways to minimize the reliance upon property tax funding.
Advocate legislative positions.
Examine County programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
Examine County programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
Utilize cost cutting/revenue raising strategies to hold down costs and support County
services. This may be accomplished by:
Organization assessment
Contraction in services
Productivity improvement
Privatization and contracting
Automation
Energy conservation
Administrative reorganization
Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions.
Utilize a target budget approach with the following features:
Identifies County's resource capacity
Clearly identifies targets and related reductions
Identify proposed non -funding early
Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services, less productive
employees, etc.
Allows board discretion in allocating funds to unfunded programs in critical
service areas
Targets all offices, departments, and outside agencies
Better reflects County priorities
Since limits are known, allows planning of alternative expenditure levels six
months before fiscal year begins
Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
Clearly identify all newly mandated program costs for the Board.
Continue the county's share of partnership programs, unless a change is legally
mandated, and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined that
salvage equipment is unavailable for use. Vehicle replacement must be recommended
by the Director of Fleet Services for consideration in the budget process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
Continued deployment of Lean. The County began to use Lean, a continuous
improvement methodology in 2017. Significant process improvements have been made
in many departments, including Motor Vehicle, jail booking, and Human Services
operations. The County's Lean efforts are evolving from a centralized group in
Information Technology to broader deployment throughout county departments involving
their own staff.
2019 GUIDELINES
Unless full justified there will be no recommended increases in personnel in the
recommended budget to the Board. Increased workload should be absorbed by existing
personnel wherever possible through increased productivity.
Resources for new activities should come from increased productivity and termination of
existing activities wherever possible. No new non -mandated programs should be
proposed without proportionate cutbacks in other programs. Any new programs or
expansion of existing programs will be highlighted as a policy issue for the Board.
All newly mandated program costs should be clearly identified for the Board.
Unless a change is legally mandated, the county's share of partnership programs should
not be increased, the share should be decreased wherever possible.
Methods to maximize manpower avoidance or substitution should be encouraged by all
departments through automation, productivity improvements, or cost cutting strategies.
Capital outlay expenses for equipment should only be recommended when the need has
been fully justified, the useful life of equipment cannot be extended, and it has been
determined that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Director of Fleet Services for consideration in the budget process.
Budgets are to be prepared on a program basis with submission in a program format, as
well as in the normal line item format like 2018's budget presentation.
Salaries should be budgeted at the 2018 level. Any salary increase for a class unique to
a department must be absorbed in target amounts.
All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in November. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will be
substantially restricted. Ranking forms will begin at 90% of target, and must be completed
by each department.
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In reviewing the 2019 budget request, The Director of Finance and Administration will
develop preliminary recommendations to the Board of County Commissioners. The
Director of Finance and Administration will ask the same basic questions that, hopefully,
each of the departments asked regarding the evaluation of their program activities. These
questions concern need and purpose, objectives, departmental priorities and rank,
achievements and benefits expected, means, if any for measuring results, consequences
of not implementing the request, impact on other agencies or departments, alternative
approaches or service level, resources required, means of financing, and whether or not
all cost cutting and revenue generating strategies have been applied.
Unless a significant organizational change has occurred, upgrades of specific positions
that were requested but denied in the last two years will not be reconsidered in the 2019
budget process.
Use the following budget population data for performance measures:
YEAR
2017 (Actual)
2018 (Estimated)
2019 (Projected)
POPULATION
304,600
315,300
325,800
Interns: Any department planning on using interns in the next fiscal year must include any
costs associated with the interns in the budget request. Costs should include any salaries,
equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern position
requests will be approved that have a cost that is not already budgeted in the final budget.
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2019
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2019 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 6, 2018.
2. All departments are requested to submit, on or before June 15, 2018, the following items
that will be part of your 2019 budget:
A. Special Project Request for Building and Grounds projects
estimated to be over $5,000.
B. Any additional position requests or reclassifications, as outlined in
the Budget Manual, to allow Human Resources to assess the need.
C. Telecom Service Requests for phone changes in 2019. Unplanned
moves will only be done if absorbed in the 2019 budget.
D. Information Technology requests for computer hardware, software,
system upgrades or system study. (See 2018 memo regarding
2019 IT Project Request process)
E New or replacement vehicle requests to the Director of Fleet
Services for inclusion in the Fleet Services budget.
F Applications for the technology and innovation investment program
projects to Finance.
3. Salary and fringe benefits will be budgeted at the 2018 level. Any anticipated increase
over 2018 level must be absorbed in target amount.
For budgetary purposes, please use the 52.5$ per mile reimbursement rate in developing
your 2019 budget.
5 Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether or not the Board of County
Commissioners will approve your request for equipment purposes, the total amount will
be moved to a Capital Outlay budget unit as has been the practice in past years.
6. Fleet Services IGA rates should be ascertained from the Director of Fleet Services for
budget purposes. This is necessary because of the varying rates for unique kinds of
vehicles, such as patrol cars, etc. Fuel costs should be budgeted as follows: unleaded
$2.00/gallon, diesel $2.25/gallon, natural gas $1 .50/gallon, and E85 $2.OO/gallon.
7. Any new or replacement vehicles should be discussedwith the Director of Fleet Services
and a Vehicle Request Form completed. Vehicles being replaced must be identified on
the Vehicle Request Form and will be turned in when the replacement arrives in 2018.
8 Postage costs are anticipated to be 50$ in 2019.
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9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration in order to coordinate the
overall target amounts.
10. Any amount in excess of the 90% target amount must have an Appropriation
Request Exceeding Target Budget Level form and be ranked on the Budget Unit
Ranking Form for the regular budget.
11. Any budget unit with project account codes should prepare a worksheet summarizing each
account with total comparison to 2019. See Director of Finance and Administration for
exact format.
12. Any 2019 position classification upgrades will be treated the same as a new position
request in the budget process, with the department funding any requests within the target
amount. Unless there has been a significant organizational change, reclassification
requests made in the last two years and denied by the Board will NOT be reconsidered in
the 2019 budget process.
13. Early Warning Budget Hearings will be held in September.
14. As revenues are budgeted, each department should examine whether credit cards should
be implemented at the point of sale for the specific service being offered. If credit card
services for payment are an option, discuss with the Director of Finance and
Administration, the manner in which the credit card service fee can be recovered or
absorbed in the fee structure in compliance with all legal and credit card service provider
requirements.
15. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
16. INTERNS: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern
position requests will be approved that have a cost that is not already budgeted in the final
budget.
17. The training budget for your department should be delineated in the format per the
attached instructions in conjunction with the Human Capital Management Strategy.
If, in the development of your budget request, you determine that there are unique requirements
or unique situations in your department that affect your budget presentation, please do not
hesitate to contact the Director of Finance and Administration at 970-400-4218 to answer
questions, or to get approval for variation to the normal procedures outlined in the special
instructions.
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2019
PROGRAM ISSUES
Complete construction of the $45 million jail expansion.
Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $36 million.
Reallocate two Sheriff Contract Service deputies to Investigations to increase law
enforcement services in the field.
Create a Budget Manager position for succession planning.
Continue to implement SB 15-242 which expands the Child Welfare staffing by three in
reaction to the 2014 Colorado Child Welfare Workload Study.
Update the Hazard Mitigation Plan in 2018.
Increase funding for WCRCC staff by 7 FTE to cope with the E911 call volume.
Perform all wireless radio maintenance in-house for all agencies using WCRCC.
Add 16.00 FTE in the Sheriff's Office
Implement a Body Worn Camera program in the Sheriffs Office
Open a Southwest Weld Substation booking function to serve south county law
enforcement agencies
Fund increased salary adjustments for all sworn Sheriff officers to be competitive with
other Front Range law enforcement agencies for recruitment and retention of officers.
Continue efforts to control health care costs for county employees and their dependents.
Fund two positions in Justice Services and four in Work Release to produce cost -
avoidance at the jail and efficiencies in the criminal justice system to assure public safety.
Add seven positions in Engineering and two in Planning to deal with growth in
development and the Local Assessment for Pipelines (LAP) permitting.
State increased categorical eligibility requirements for the Supplemental Nutrition
Assistance Program (SNAP) from 130% to 200%, which will result in a growth in the
caseload and benefit payments paid.
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REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2019
budget.
1. Wherever possible, those receiving the benefits of a government service should
pay for what they receive in full through current fees, charges, and other
assumptions.
Continual search for new sources of revenue shall be made to diversify the
County's financing plan.
3. The County shall seek the establishment of a diversified and stable revenue
system to shelter the County from short run fluctuations in any one revenue source.
4. Estimated revenues are conservatively projected.
5. Proposed rate increases are based upon:
A. Fee policies applicable to each activity.
B. Related cost of the service provided.
C. The impact of inflation in the provision of services.
D. Equitability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated.
Local funding will be substituted only after a full study by the Board and if the
program has a high priority to satisfy a local need.
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose of
providing a specific program.
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the date.
9 Assume a local economy similar to 2018 with some projected slowdown in the last
quarter of 2019. Assume interest rates averaging 2.50 percent throughout 2019.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation.
11. Assume that unless there is proven evidence to the contrary, federal and state
categorical and entitlement grants will continue at the current level of funding.
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SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. The volatility of the oil and gas assessed values continues
to be a major impact to the county's budget planning, as it has been for the last six years. For
the 2019 budget, the increase in the county's assessed value from oil and gas values was over
25%. The 2019 assessed valuation level is slightly above the previously high 2016 level due to
oil and gas production and growth in the county. Because of the volatility of production levels and
price fluctuations of the oil and gas values, the county must continue to prudently manage the
increased property tax base created by the energy development. The county was prepared for
the significant drop in the assessed valuation for the 2017 and 2018 budgets. In anticipation of
the drop in the county's assessed valuation in the 2016 budget of $178 million in property tax
revenue there was $62 million in one-time budget items, for 2017 there was nearly $30 million in
one-time costs, and $18 million in 2018. This was achieved by keeping the county's net
operational spending requirement around $125-140 million in property tax revenue to maintain
the current spending levels in 2017 and 2018. In the 2019 budget there is $35 million in one-time
expenses. It is anticipated that oil prices will stay in the $50-70 per barrel range in next few years.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be level in
2019 due t0 stable vehicle sales and how the new vehicles figure into the five-year sliding fee
schedule.
Building Inspection and Planning Permits: Continued growth in construction is being seen.
There is more activity in residential building in the unincorporated part of the County with some
factors pointing towards an uptick in activity as rental vacancy rates are low and housing listing
inventories are low. Although the investment in the oil and gas infrastructure is anticipated to
continue for the next few years there has been a leveling off in drilling activity, which levels building
permit revenue. A► fee change in 2017 regarding oil and gas well permit fees has lowered building
inspection revenue more than anticipated.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency. We can anticipate moderation in non -defense discretionary
spending and some spending cuts in entitlements. Spending and revenue imbalances at the state
and federal levels will most likely result in lower or at best slower growth in intergovernmental
revenues for the county in the future.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
Earning on Investments: Interest revenue is calculated on the average earnings rate of 2.50
percent, times the estimated average daily cash balances. Based upon Federal Reserve
projections interest rates will go up some in 2019.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. These revenues have been up significantly the last five years
but are anticipated to level off due to lower oil prices going forward.
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Rental: All rental income is based upon signed leases.
Overhead/Cost Plan: Revenues are based upon the 2017 Indirect Cost Plan approved by the
Department of Health and Human Services that results in federal revenue allowable from grants.
Social Services has been charged the full indirect cost allocation amount since July 1,. 2012, which
results in approximately an additional $4.5 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and legislative changes in the
last few years. Increased oil and gas and housing financing recording activity in the county is
resulting in higher projected revenues in this area.
Treasurer's Fees: Based upon historical level of activity for fees, which have been growing slight
due to the statutory fee structure for property taxes collected.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant
contracts.
Motor Vehicle Registration Fees: Like Specific Ownership Tax this revenue is anticipated to be
up slightly in 2019 due to increasing vehicle sales and population growth.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less three
percent reduction that Weld County has historically experienced. As vehicles become more fuel
efficient less fuel is purchased, thus paying less HUTF tax that is based upon a per gallon tax.
This is offset by population growth in the state.
Social Service Revenue: Based on anticipated caseload as discussed under each program plus
state and federal funding formula for each program. The new Child Welfare allocation formula
adopted in 2013 has resulted in the county's allocation going up over $3 million from the prior
formula.
Health Grants: Based upon contracts signed July 1, 2018.
Health Fees: Based upon historical patient/client caseload with 2019 rates applied. With more
and more uninsured patients, utilization continues to increase in county clinic due to affordability.
Human Services Grants: Based upon contract funding level as of October 1, 2018,
State Lottery: Funded at the current level, with no anticipated legislative changes.
Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on
projected volume from landfill operators.
Proprietary Fund Revenues: Revenues for each Proprietary Fund equal funded anticipated
expenditures in user departments' budgets.
Work Release Inmate Fee: Based upon average of 200 work release inmates per day.
Severance Tax: See policy on severance tax direct distribution in Public Works Non -
Departmental Revenue (Budget Unit 2000-90100).
85
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
2015
2016
2017
2018
2019
DESCRIPTION
Property
Taxes
$ 141,724,346
$ 153,213,068
$ 141,946,827
$ 145,754,379
$ 173,539,158
Other
Taxes
11,600,000
11,710,000
11,830,000
13,630,000
12,770,000
Fees
10,353,400
10,376,690
11,148,250
13,059,800
13,481,000
Intergovernmental
65,272,311
69,192,838
67,305,192
73,012,071
70,021,975
Licenses/Permits
4,721,600
6,061,000
5,437,350
4,473,750
4,678,000
Charges for Services
9,103,378
8,910,798
8,898,159
9,558,280
10,182,870
Proprietary
Services
28,596,336
28,764,247
31,383,694
32,503,524
31,228,972
Miscellaneous
13,581,877
26,746,798
23,989,103
27,302,514
22,059,361
TOTAL REVENUES
$ 284.953248
$ 314,975,439
$ 301.938,575
$ 319,294,318
$ 337,961,336
TREND ANALYSIS
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
MAJOR REVENUE TRENDS
200
150
f
4 100
50
0
I
T
T
I
I
i Property Taxes
'me—IntergovernmentalProprietary Service
—Other Revenue
2015 2016 2017 2018 2019
Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations, which
are growth in actual property value, plus cost -of -living. As has been the case for the last few years'
growth and development activity directly, or indirectly, related to oil and gas exploration seems to
be the main influence on the growth of the property tax base in the county. The volatility of the oil
and gas assessed values continues to be a major impact to the County's budget planning the last
six years. For the 2019 budget, the increase in the county's assessed value from oil and gas
values was over 25%. Oil and gas assessed valuation are close to 60% of the county's total
assessed valuation. Since November 2014, due to the oversupply of oil worldwide the price of oil
has dropped from over $100 a barrel to the price range of $40-60 per barrel. With the volatility of
production levels and price fluctuations of the oil and gas values, the county must continue to
prudently manage the property tax base created by the energy development. The 2019 assessed
valuation level and resulting property tax is above the previously high 2016 level due to oil and
gas production and growth in the county.
Intergovernmental: The significant jump in state and federal revenues of over 20% in 2015 was
attributed primarily to the increased state and federal funding for Public Works projects, many
associated with the recovery efforts from the September 2013 epic flooding. The higher funding
level continued into 2016 with Public Works projects including $4.5 million for WCR 49 and four
major bridge replacement projects. Many of these grants were one-time and dropped after 2016.
The drop from 2018 to 2019 was primarily due to energy impact grants for road projects. We can
anticipate moderation in non -defense discretionary spending and some spending cuts in
e ntitlements. Spending and revenue imbalances at the state and federal levels will most likely
result in lower or at best slower growth in intergovernmental revenues for the county in the future.
Proprietary Services: Predictable revenue based on stable usage. Health insurance costs in
the self -insured program are slowing and even dropped 15% in 2019, so the increases in this
area over the next five years should be more moderate. For example, there has been a 11.8%
decrease in health insurance rates in the last five years, but participation in the insurance plan is
u p some.
OTHER REVENUE TRENDS
30
25
20
In
a 15
10
5 . 1
0
2015 2016 2017 2018 2019
—4—Other Taxes
—Ms Fees
Licenses Permits
Charge For S rvs
Miscellaneous
Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax.
The increasing trend the last three years is due to a new formula for the direct distribution of
severance tax to cities and counties from the state. Severance tax revenues follow the price of oil
and gas, since that is where they are derived.
Fees: Fees have been increased and new fees added. Fees from vehicle registration should
increase as vehicle sales are projected to continue to increase and as the county's population
continues to grow. Planning fees are steady as the county grows and construction activity returns,
as well as, activity from oil and gas infrastructure development and drilling activity.
Licenses/Permits: As cited in the Revenue Assumption section earlier, there is stronger
recovery of construction in the county. Despite the low activity in residential building in the
u nincorporated part of the county some factors pointing towards an uptick in activity as rental
vacancy rates are low and housing listing inventories are low. The investment in the oil and gas
infrastructure is anticipated to continue for the next few years. A fee change in 2017 regarding oil
and gas well permit fees has lowered building inspection revenue more than anticipated The
combination of all these factors point to a leveling off of inspection and permit fee revenues in
2019.
Charges for Services: Revenue is predictable based on contracts for service and reimbursable
projects.
Miscellaneous: Revenue predictable, even though some variation in specific years. Interest
revenue is found in this category and is up nearly $1.5 million in 2019. Public Works contracts are
87
down due to reimbursable road projects in 2019. Fines from traffic violations are projected to be
up slightly in 2019. Oil and gas royalty payments were up substantially the last three years but
should level out in the coming five years as bonus amounts drop and oil prices stabilize. The
policy decision to charge Social Services the full amount of indirect costs raised this category to
$4.5 million in 2019, which is down $2.3 million from 2018. The one-time reimbursement of $1.9
million for a communications project with Adams County increased revenues in 2018 and then
dropped in 2019.
88
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2020-2024 REVENUE PROJECTIONS
The forecasting revenue trends cited in the graphs below are discussed in the previous section,
Major Revenue Historical and Future Trends and Analysis. Assumptions include:
• Property tax levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. The projections are set at 5% annually. More
property tax will be devoted to the Public Works Fund for road projects starting in 2020.
• Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for
a leveling effect with oil prices being in the range of $45-65 long term.
• Intergovernmental revenues will show only moderate annual changes of 2% as non-
defense discretionary spending slows and some cuts in entitlements occur due to planned
federal deficit reductions.
• Fees, licenses, charges for service, and miscellaneous revenues will grow at the rate of
inflation and population growth.
• Proprietary Services will be driven primarily by inflation.
• Proprietary Services revenues are offset by the same expenditure amount with an
adjustment for the property tax assessed for the Insurance Fund.
DESCRIPTION
2020
2021
2022
2023
2024
Property
Taxes
$162,700,078
$170,222,582
$176,121,211
$184,414,771
$193,123,010
Other
Taxes
13,606,000
14,352,080
14,777,542
15,215,769
15,667,142
Fees
13,878,680
14,288,290
14,710,189
15,144,745
15,592,337
Intergovernmental
70,835,470
71,961,392
73,110,561
74,283,484
75,480,676
Licenses/Permits
4,251,660
4,379,030
4,510,221
4,645,347
4,784,528
Charges for Services
10,045,596
10,090,775
10,593,621
10,654,356
10,873,208
Proprietary
Services
32,901,410
34,675,512
36,557,930
38,555,772
40,676,626
Miscellaneous
14,174,038
14,124,633
14,076,703
14,130,287
14,185,431
TOTAL REVENUES
$322,392,932
$ 334,094,294
$ 344,457,978
$ 357,044,531
370.382.958
Major Revenue Projections
250
200
c
0
150
100
50
0
2020 2021 2022 2023 2024
—4ID—P Property Taxes
—IN—Intergovernmental
Internal Service
--Other Revenue
2020-2024 EXPENDITURE PROJECTIONS
2020
2021
2022
2023
2024
DESCRIPTION
General Government
$45,460,646
$46,503,108
$48,428,371
$49,562,972
$51,433,248
Public Safety
72,405,004
74,577,154
78,624,468
80,983,202
83,412,698
Public Works
84,091,322
86,614,062
89,212,484
91,888,858
94,645,524
Public Health
Welfare
and
56,864,165
57,996,628
59,151,741
60,329,956
61,531,735
Human Services
9,033,789
9,208,786
9,387,282
9,569,349
9,755,056
Culture
and Recreation
937,497
949,752
962,375
975,376
988,767
Proprietary
Services
35,680,615
37,484,798
39,398,200
41,427,955
43,581,679
Capital
9,024,000
9,028,000
2,617,000
2,905,000
8,575,000
Miscellaneous
7,039,095
7,243,927
7,454,836 A
7,672,002
7,895,611
TOTAL EXPENSES
$320,536,133
$ 329,606,215
$ 335,236,757
,$345,314,670
$ 361,819,318
Assumptions used for the expenditure projections are as follows:
• Inflation is projected at an average 3 percent over the five-year period for all categories,
except federal and state funded programs.
• Population growth follows the State Demographer's estimate of an average 4 percent
growth for Weld County
• Public Health and Welfare, and Human Services program costs will follow the trend of the
state and federal revenues supporting them. Therefore, the program expenditures will
grow only moderately at 2% annually as non -defense discretionary spending slows and
some cuts in entitlements occur due to planned federal deficit reductions.
• In election years, General Government will increase by approximately $350,000-
$500,000, and drop by the corresponding amount in off -election years.
• Public safety will experience infusion of funds beyond inflation to fund the additional costs
of opening additional jail beds as the inmate population grows.
• Proprietary Services will be driven primarily by inflation.
• Proprietary Services revenues are offset by the same expenditure amount.
• Capital costs follow the revenue contribution to the Capital Expenditure Fund in
accordance with the Capital Improvements Plan.
• Public Works costs will be increased starting in 2020 to accommodate the growth in traffic
as the county's population increases, and energy development continues to impact the
road system.
Major Expenditure Projections
c
O
100
90
80
70
60
50
40
30
20
10
0
2020 2021 2022 2023 2024
General Govt
—NI—Public Safety
—Er'Public Works
—XPublic Hlth and Welfare
el)I Human Services
Internal Services
Capital
Miscellaneous
91
2020-2024 FUND BALANCE PROJECTIONS
2020
2021
2022
2023
2024
Begin Fund Balance
$125,394,369
$127,251,168
$131,739,247
$140,961,468 a
$152,690,329
Total
Revenues
322,392,932
334,094,294
344,457,978
357,044,531
370,382,958
Total Expenses
320,536,133
4
329,606,215
335,236,757
345,314,670
361,819,318
Ending Fund Balance
$127,251,168
$131,739,247
$140,961,468
$152,690,329
$161,253,968
Fund Balance Projections
400
350
300
250
0,
200
150
100
50
0
s t ° 1
2020 2021 2022 2023 2024
—Beg Fund Bal
#r Revenue
Expense
End Fund Bal
DEPARTMENT/FUND MATRIX AND ORGANIZATIONAL
RESPONSIBILITY FOR BUDGET UNITS
BUDGET
RESPONSIBLE
OFFICIAL
UNIT
General
Fund:
Office of
the
Board
Chairman,
Board
of County
Commissioners
Public Information
Communications Director
County
Attorney
County
Attorney
Public
Public
Trustee
Trustee
Planning
and
Zoning
Director, Planning
Services
Clerk
to the
Board
Clerk
to the
Board
Clerk
and
Recorder
Clerk
and
Recorder
Elections
Clerk
and Recorder
Motor
Vehicle
Clerk
and Recorder
Treasurer
Treasurer
Assessor
Assessor
Maintenance
of
Building
and
Grounds
Director,
Buildings
and
Grounds
County
Council
Chairman, County
Council
District
Attorney
District
Attorney
Juvenile
Diversion
District
Attorney
Victim
Witness
District
Attorney
Adult
Diversion
District
Attorney
Finance and
Administration
Director,
Finance and
Administration
Accounting
Controller
Purchasing
Controller
Printing
and
Supply
Controller
Human
Resources
Director,
Resources
Human
Information
Services
Chief
Information
Officer
Geographical
Information
System
Chief
Information
Officer
Projects
Chief Information
Officer
Technology
Sheriff
21140)Sheriff
Administration
Units (21100-
Patrol
Unit
Sheriff
93
BUDGET
UNIT
RESPONSIBLE
OFFICIAL
Investigation
Unit
Sheriff
Regional
Forensic
Lab
Sheriff
Victim
Advocates
Sheriff
Drug
Force
Sheriff
Task
Contract
Services
Sheriff
Ordinance
Enforcement
Sheriff
Communications
- County -wide
Director,
Public
Safety
Communications
Public
Safety
Wireless
Communication
Director, Public
Safety Communications
Public
Safety Information
System
Chief
Information
Officer
Communications System Development
Director, Public
Safety Communications
Coroner
Coroner
Court
Release
&
and Work
Sheriff
Transportations
Units
Inmate
Services and Security Units
Sheriff
Justice
Services
Director,
Justice
Services
Community Corrections
Director, Justice
Services
Work
Release
Director,
Justice
Services
Building
Inspection
Director, Planning
Services
Office of Emergency Management
Director, Office of Emergency Management
Pest and
Weed
Control
Director,
Public
Works
Economic Development
Director,
Finance and
Administration
Waste
Water
Management
Director, Finance and
Administration
Engineering
Director, Public Works
Extension
Service
Extension
Agent
Veteran's Office
Director, Buildings
and Grounds
Airport
Director,
Finance and
Administration
Mental
Director,
Finance and
Administration
Health
Developmentally
Disabled
Director, Finance and
Administration
Seniors Program
Director,
Finance and Administration
Missile Site
Director,
Buildings
and
Grounds
Parks
and
Director, Finance and
Administration
Trails
94
BUDGET
UNIT
RESPONSIBLE
OFFICIAL
Building
Rents
Director,
Finance and
Administration
Non
-Departmental
Director, Finance and
Administration
Community Agency Grants
Director,
Finance and
Administration
Bright
Futures
Director, Finance and
Administration
Island
Grove Building
Director, Finance and
Administration
Asset
and
Resource Management
Director,
Finance and
Administration
County
Fair
Extension
Agent
Special
Revenue Funds:
Public
Works
Fund
Director,
Public
Works
Social
Services Fund
Director,
Services
Human
Health
Fund
Director, Public
Health
and
Environment
Human Services Fund
Director,
Services
Human
Conservation
Fund
Director, Finance and
Administration
Trust
Contingency Fund
Director, Finance and
Administration
Solid
Waste
Fund
Director,
Finance and
Administration
Capital
Fund:
Capital
Expenditure
Fund
Director, Finance and
Administration
Proprietary
Funds:
Fleet
Services Fund
Director, Fleet
Services
Insurance Fund
Director, Finance and
Administration
Fund
Chief
Information
Officer
Telecom
Health
Insurance Fund
Director, Finance and Administration
95
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
Clerk to the Board:
1.5 FTE Office Tech III (Mid -year)
Motor Vehicle:
Office Tech III (2)
Assessor:
Appraisers (2)
County Council:
Whistleblower Software
Justice Services:
P retrial Specialists (2)
Work Release:
Client Manager (2)
Building and Grounds:
Carpenter Tech
Technology Projects:
P rojects
District Attorney:
Upgrade Assistant DA and 4 Chief Deputies
Finance and Administration:
Budget Manager
Human Resources:
Office Tech III (mid -year)
HR Generalist
Planning:
P lanner I to Planner II
P lanner II to Planner III
Office Tech IV to Planning Tech (mid -year)
Office Tech III (mid -year)
P lanner I (mid -year)
Building Inspection:
P lans Examiner I (mid -year)
Noxious Weeds:
Field Operations Coordinator to Foreman
INCLUDED
$ 81,176
122,087
155,213
0
154,651
154,651
69,673
500,000
43,115
136,071
55,748
91,593
15,620
4,899
6,592
55,754
87,520
90,600
6,200
EXCLUDED
$7,000
96
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING INCLUDED
Sheriff:
Two Investigators from Contract Services
Inmate Services 2 Counselor III
Inmate Services 2 Classification Specialists
Deputy II Body Worn Camera Program
Body Worn Camera Resource Costs
Victim Advocates 0.25 FTE with Benefits and Upgrades
Southwest Security 3 Corporals and 5 Detention Deputies
Courts 4 Detention Deputies (Grade 36)
Administration Patrol 8 Office Techs to Grade 18
SO Equipment (See Sheriff Summary)
Salary Parity for Sworn Officers
Communications:
Call Takers (3) and Dispatchers (4)
Coroner:
Medicolegal Investigator (1) -Midyear
Bright Futures:
Long Term Financial Sustainability
Office of Emergency Management:
Hazardous Mitigation Plan
Office Tech III to EM Specialist
EM Coordinator
Engineering:
Engineer I for Development Reviews (mid -year)
3 Engineer Tech for Permitting (mid -year)
Engineer Tech for Improvements (mid -year)
Engineer Tech for Permitting/Inspections (mid -year)
Engineer Tech for Stormwater (mid -year)
Reclassify Engineering Technician I to II
Upgrade M54 Administrator from Grade 37 to 41
Economic Development:
Upstate Colorado Succession Planning
Mental Health:
NRBH
Extension:
2.0 FTE 4-H Program Assistants
0.5 FTE Colorado Master Gardener
164,378
182,898
174,602
92,296
85,000
54,719
830,320
391,347
58,663
241,567
601.260
499,851
83,941
0
$80,000
6,210
90,456
93,482
245,679
70,394
70,394
70,394
4,056
7,076
0
12,775
116,971
19,812
EXCLUDED
$3,000,000
$50,000
97
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING
Community Agencies:
Youth and Family Connections
Weld's Way Home
RSVP
211
TOTAL GENERAL FUND
PUBLIC WORKS FUND:
4 Service Workers for Gravel Road Maintenance
4 Service Workers for Concrete Crew
TOTAL PUBLIC WORKS FUND
HUMAN SERVICES:
Child Welfare Positions (4 FTE) (mid -year)
County Administration Position (1 FTE) (mid -year)
Adult Protection Position (2 FTE) (mid -year)
Area Agency on Aging Positions (2 FTE) (mid -year)
INCLUDED
0
5,000
0
25.000
$ 6,209,704
$269,702
269.702
$ 539,404
PUBLIC HEALTH:
Reclassify Office Tech IV to Accounting Clerk V
Reclassify PH Office Tech III's Grade 15 to 16
Healthy Eating/Active Living Health Educator
Epidemiologist (mid -year)
Courier for Lab
EH Lab Specialist
Home Child Care Health and Safety Specialist (mid -year)
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
EXCLUDED
68,646
20,000
5,000
15.000
$ 3,165,646
$o
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Finance and Administration has a different
recommendation than the budget unit's department head/elected official.
98
2019 SALARY AND BENEFIT
RECOMMENDATIONS
Weld County has always strived to pay competitive and equitable salaries and benefits. To
maintain this competitive position, Weld County participates in various salary surveys. Salaries
are set by the Board of County Commissioners after full consideration is given to:
• Present pay rates compared to labor market competitors. The competitive job market may
vary by job classification or specific job. The comparison is to beginning salary and middle
level salary. Weld County does not compare to maximum salary range amounts.
• Ability to pay and the sustainability lity of the pay long term.
• Benefits and supplemental pay policies.
• Supply/demand situations for personnel needs.
• Supply/demand situation in the labor market.
• Employees' expectations.
• Retention of career employees.
• Taxpayers' perceptions of pay and benefits.
• Economic conditions locally and nationally.
Salary Surveys Utilized:
Mountain States Employers' Council - Public Employers
Mountain States Employers' Council - Front Range
In light of the economic conditions and Weld County's own financial situation as we look forward,
the following recommendations are being made:
• For the 2019 budget, a salary increase of 3.0 percent to Weld County employees is
included. Employees will get step increases for longevity and performance. Sworn
officers in the Sheriff's office will get 5.5 percent to remain competitive with other Front
Range law enforcement agencies.
• Health insurance rates will decrease 15% for the employees and the county for 2019. This
means health insurance rate decrease 11.8% in five years. Health coverage will be
provided by Aetna on a partially self -insured basis with a Preferred Provider Organization
(PRO) option and a High Deductible Health Plan/Health Reimbursement Account
(HDHP/HRA) option.
• Retirement costs will remain the same based upon the Board's policy to fully fund the
Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's
actuary each year.
• All other benefits are recommended to remain the same for 2019.
99
OTHER BENEFITS
VISION PROGRAM:
• Coverage follows health insurance program coverage for both single and family plans
• Maximum amount paid for single $800/year or family $600/year
• No deductible
• 50% of covered expenses incurred
• Examination, lenses, and frames limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
•County Plan
'Alpha Dental Plan
•Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.133/$1,000/per month
LONG TERM DISABILITY (LTD): $.351$100 compensation
SHORT TERM DISABILITY: $.1861$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all accumulated sick leave
before coverage starts. Coverage ends when the 180 -day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. Employee sick leave accumulation limited to a
maximum of 480 hours.
EMPLOYEE ASSISTANCE PROGRAM: Program offered by Cigna.
WELLNESS: Wellness program has been enhanced for all County employees with the addition
of a full-time Wellness Coordinator and new wellness resources. Aetna will contribute $100,000
to the wellness program.
EXECUTIVE PAY PLAN: Elected Officials have a direct benefit plan for health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan - (10.75 percent of gross salary for County and 10.75 percent
employee contribution.)
PERA - (13.7 percent of gross salary for County contribution and 8.5 percent of gross salary
for employee contribution.)
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, and accident insurance. These plans are 100% employee paid.
100
POSITION AUTHORIZATION CHANGES
DUE TO 2019 BUDGET
FUND AND
DEPARTMENT
1000-13100
1000-13100
1000-11300
1000-15100
1000-15100
1000-15100
1000-16100
1000-16400
1000-16400
1000-17100
1000-17100
1000-17200
1000-21100
1000-21100
1000-21120
1000-24415
1000-24415
1000-24420
1000-24420
1000-21300
1000-21210
1000-21205
1000-24410
1000-24410
1000-22100
1000-22100
1000-24100
1000-24125
1000-24125
1000-26100
1000-26200
1000-26200
1000-31100
1000-31100
1000-96100
2000-32200
2000-32200
2000-32700
2000-32700
2100-42410
2100-42410
2500-41100
2500-41100
2520-41210
2560-41100
2560-41100
DEPARTMENT
NAME
Assessor
Assessor
Motor Vehicle
District Attorney
District Attorney
District Attorney
Finance & Admin.
Human Resources
Human Resources
Planning
Planning
Building and Grounds
SO Admin. Patrol
SO Admin. Patrol
SO Profession Stand.
Security
Security
Courts &Transportation
Courts &Transportation
Victim Advocate
Contract Services
Investigations
Inmate Services
Inmate Services
Communications
Communications
Pretrial Services
Work Release
Work Release
Noxious Weeds
OEM
OEM
Engineering
Engineering
Extension Services
Road Maintenance
Road Maintenance
Paving Maintenance
Paving Maintenance
Child Welfare
Child Welfare
PH Admin
PH Admin
PH Communications
Environmental Health
Environmental Health
OLD
POSITION
None
None
None
4 Chief Deputies (Grade 63)
Assistant DA
CVC Assist. .5 FTE (Grade 16)
None
None
None
Planner II
Planner I
None
Booking Position
Booking Position
None
None
None
None
Office Tech
Victim Advocates (Grade 23)
Deputy II (2)
None
None
None
None
None
None
None
None
Field Op Coordinator (Grade 29)
None
Office Tech III (Grade 15)
Engineer Tech I
MS4 Administrator (Grade 37)
None
None
None
None
None
None
Screening/Family Finding (4)
Office Tech IV (Grade 21)
PH Office Tech III (Grade 15)
None
None
None
NEW.
POSITION
Commercial Appraiser
Residential Appraiser
Office Tech III (2)
4 Chief Deputies (Grade 65)
Assistant DA (10% increase)
CVC Assist. .5 FTE (Grade 20)
Budget Manager
HR Generalist (3)
Wellness Coordinator
Planner III
Planner II
Carpenter Tech
Move to 21110
Move to 24420
Deputy II
Correction Officer (5)
Corporal (3)
Detention Deputies (4)
Transportation Supervisor (Grade 27)
Victim Advocates (Grade 24)
None
Investigators (2)
Counselor III
Classification Specialist
Dispatchers (4)
Call Takers (3)
Pretrial Specialist (2)
Client Managers (3)
Case Managers (1)
Foreman (Grade 38)
EM Coordinator
EM Specialist (Grade 21)
Engineer Tech H
i1 S4 Administrator (Grade41)
Master Gardner (0.50 FTE)
Service Workers (2)
Lead Workers (2)
Service Workers (3)
Lead Workers (1)
Home Study Coordinator
None
Accounting Tech V (Grade 27)
Support Specialist (Grade 16)
HEAL Health Educator
Lab Courier
EH Lab Specialist
Note: Positions reclassified or approved midyear are not included in the above listing.
101
102
ALL FUNDS REVENUE
200,000,000
180, 000, 000
160, 000, 000
140,000,000
120,000,000
100,000,000
80,000,000
$60,000,000
$40,000,000
$20,000,000$0
Miscellaneous_
$22,059,361
5%
Net Property Tax
Other Taxes
Q)
U -
ntergovernmenta
II
(113
a.
a
O
0 D a
a) CO
a) C M
ii'
-0
2019 Revenue
Total $430,539,158 (2018 $441,154,318)
Proprietary Services
$31,228,972
Fund Balance
$92,690,000
22%
Chg for Service
$10,182,870
3%
Licenses/Permits
$4,678,000
1%
7%
Intergovernmental
$70,021,975
16%
Fees
$13,481,000
3%
1
Ct
O
0
O2018
■ 2019
Net Property Tax
$173,539,158
40%
Other Taxes
$12,770,000
3%
ALL FUNDS EXPENDITURES
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
to°
•2018
■2019
2019 EXPENDITURES
Total $315,256,967(2018 $327,441,220)
Contingency
$10,000,000
3%
Social Services
$43,480,800
14%
Proprietary Services
$33,978,972
11%
Miscellaneous
$6,829,350
2%
Human Services
$8,589,762
3%
Public Works
$8,404,319
3%
Road & Bridge
$63,100,278
20%
Auxiliary
$845,192
0%
Capital
$12,108,200
4%
Health
$12,273,107
4%
Public Safety
$70,396,333
22%
Culture/Recreation
$994,848
0%
General Government
$44,255,806
14%
104
Insurance
0.238
2%
M
LL LEVY
2079 TOTAL 15.038
Social Services Capital
1.066 0.953
7% 6%
I
Public Works
1.647
11%
Contingency
2.773
18%
2018 TOTAL 15.800
Social Services
1.236
8%
Insurance
0.271
2%
Public Works,
1.789
11%
Contingency
1.301
8%
Capital
1.111
7%
I
General
8.361
56%
General
10.092
64%
2019
SUMMARY OF FUND BALANCES
FUND
1000 General Fund $
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
GROSS TOTALS
LESS INTERFUND TRANSFERS
NET TOTAL $
PROPRIETARY FUNDS:
5200 Regional Crime Lab
6000 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
2018
BEGINNING
BALANCE
21,038,017
40,902,306
1,770,894
583,599
23,943,563
974,878
1,276,063
3,728,326
2018
MILL
LEVY
2019
BEGINNING
BALANCE
10.092 $ 14,000,000
1.789
1.236
1.301
27,800,752 1.111
122,018,398
122,018,398
86038
4,114, 984
15, 796, 644
441,055
411,466
NET TOTAL - IS FUNDS $ 20,850,187
GROSS TOTAL ALL FUNDS $ 142,868,585
45,000,000
2,500,000
600,000
4,000,000 2.773
900,000
1,200,000
1,700,000
2019
MILL
LEVY
2019
PROPERTY
TAXES
8.361 $ 96,488,601
1.647
1.066
2,500,000 0.953
15.529 $ 72,400,000
19,000,000
12,300,557
32,000,000
11,000,000
14.800 $ 170,789,158
15.529 $ 72,400,000 14.800 $
0.271.
90000
2,000,000
15,800,000
2,000,000 0.238
400,000
0.271 $ 20, 290, 000
15.800 $ 92, 690, 000
170,789,158
2,750,000
0.238 $ 2,750,000
15.038 $ 173,539,158
Assessed Value $11,540,042,396
2019
INTEROOV'T
REVENUE
$ 5,309,208 $
20,525,000
31,686,679
435,000
4,3991739
7,666,349
1$ 70, 021, 975 $
$ 70,021,975 $
2019
OTHER
REVENUE
2019
INTERFUND
TRANSFER
34,391,437 $
24,265,797
10,000
1,620,997
708,000
1,650,000
525,000
6,011,371
12,351
2019
AVAILABLE
FINANCING
2019
APPRO-
PRIATIONS
$ 150,189,246 $ 136,183,953 $
108, 790, 797
46,487,236
1,045,000
36, 000, 000
12, 932,107
975867700
3,350,000
$ 14,025,000
63,100,278
43,480,800
440,579
10,000,000
12,032,107
8,305,800
1,650,000
12,108,200
63,171,231 $ 6,023,722 $ 382,406,086 $ 287,301,717 $
(6,023,722) (6,023,722) (6,023,722)
63,171,231 $ - $ 376,382,364 $ 281,277,995 $
310,000
11,047,052
18,389,228
190,000
1,292,692
$ - $ 31,228,972 $
S70,021,975 $ 94,400, 203 $
a
4001000
13,047,052
34,189,228
4,940,000
1,692,692
54, 268, 972
430,651,336
$
$
310,000
11,047,052
18,389,228
2,940,000
1,292,692
33,978,972
315,256,967
$
$
2019
ENDING
BALANCE
14,005,293
45,690,519
370067436
604,421
26, 000, 000
9001000
1,280,900
177007000
1,916,800
95,104, 369
HIPP
95,104, 369
90,000
2,000,000
15,800,000
29000,000
4001000
20, 290, 000
115, 394, 369
2019 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2019
BEGINNING
BALANCE
$ 14,000,000
GROSS TOTALS $
LESS INTERFUND TRANSFE
NET TOTAL $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
$
$
45,000,000
2,500,000
600,000
4,000,000
900,000
1,200,000
1,700,000
2,500,000
72,400,000 $
72,400,000 $
900OO
2,000,000
15, 800, 000
2,000,000
400,000
20,290,000
92,690,000
$
$
2019
PROPERTY
TAXES
96,488,601
19,000,000
12,300,557
32,000,000
11,000,000
2019
INTERGOV'T
REVENUE
$ 5,309,208 $
20,525,000
31,686,679
435,000
4,399,739
7,666,349
0
170,789,158 $ 70,021,975 $
170,789,158 $ 70,021,975 $
2,750,000
2,750,000
173,539,158
$
$
70,021,975
$
$
2019 2019
OTHER INTERFUND
REVENUE TRANSFER
34, 391,437 $
24, 265, 797
10,000
1,620,997 6,011,371
708,000 12,351
1,650,000
525,000
63,171,231 $ 6,023,722
(6,023,722)
63,171,231 $
310,000
11, 047, 052
18,389,228
19 0, 000
1,292,692
31, 228,972
94,400,203
-
INN
Assessed Value $11,540,042,396
2019
AVAILABLE
FINANCING
2019
PERSONNEL
2019
SERVICE/
SUPPLIES
$ 150,189,246 $ 89,696,859 $ 45,512,866 $
108, 790, 7 97
46,487,236
1,045,000
36,000,000
12,932,107
9,586,700
3,350,000
14, 025, 000
15,531,234
28,893,500
8,920,552
5,893,800
47,569,044
14,587,300
440,579
10,000,000
3,068,355
2,412,000
1,650,000
$ 382,406,086 $ 148,935,945 $ 125,240,144 $
(6,023,722) (6,023,722)
$ 376,382,364 $ 148,935,945 $ 119,216,422 $
400,000
13,047,052
34,189,228
4,940,000
1,692,692
310,000
1,407,531 9,614,521
18,389,228
2,940,000
304,753 987,939
2019
CAPITAL
974,228
43,200
12,108,200
13,125,628 $
13,125,628 $
25,000
2019
APPRO-
PRIATIONS
2019
ENDING
BALANCE
136,183,953 $ 14,005,293
63,100,278
43,480,800
440,579
10,000,000
12,032,107
8,305,800
1,650,000
12,108,200
287,301,717 $
(6,023,722)
281,277,995 $
310,000
11,047,052
18,389,228
2,940,000
1,292,692
45,690,519
3,006,436
604,421
26,000,000
900,000
1,280,900
1,700,000
1,916,800
95,104,369
95,104, 369
90,000
2,000,000
15,800,000
2,000,000
400,000
$ 54,268,972 $ 1,712,284 $ 32,241,688 $ 25,000 $ 33,978,972 $ 20,290, 000
$ 430,651,336 $ 150,648,229 $ 151,458,110 $ 13,150,628 $ 315,256,967 $ 115,394,369
2018 ESTIMATE
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2018
BEGINNING
BALANCE
$ 21,038,017
40,902,306
1,770,894
583,599
23,943,563
974,878
1,276,063
3,728,326
2018
PROPERTY
TAXES
93,101,051
16,500,000
11,403,328
12,000,000
27,800,752 10,250,000
2018
INTERGOV'T
REVENUE
$ 5,095,830 $
21,680,000
29,532,325
425,000
4,309,165
6,591,751
2018 2018
OTHER INTERFUND
REVENUE TRANSFER
36, 289,471 $
39, 993, 797
729,106
9,017
1,524,802
567,274
1,500,000
0 20,525,000
5,728,476
12,351
GROSS TOTALS $ 122,018,398 $ 143,254,379 $ 67,634,071 $ 101,138,467 $ 5,740,827
LESS INTERFUND TRANSFE
NET TOTAL $ 122,018,398 $ 143,254,379 $ 67,634,071 $ 101,138,467 $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
$
86,038
4,114, 984
15, 796, 644
441,055
411,466
20,850,187
142,868,585
$
2,500,000
2,500,000
145,754,379
$
$
67,634,071
$
$
310,000
10,945,000
19,731,088
1,713,945
1,365,792
34,065,825
135,204,292
$
$
(5,740,827)
Assessed Value $9,224,960,710
2018
AVAILABLE
FINANCING
2018
PERSONNEL
2018
SERVICE/
SUPPLIES
$ 155,524,369 $ 82,774,025 $ 53,400,416 $
119,076,103
43,435,653
1,017,616
35,943,563
12, 537, 321
8,447,439
5,228,326
58, 575, 752
14,038,755
27,827,000
8,671,677
4,953,733
60,037,348
13,108,653
417,616
31,943,563
2,917,944
2,293,706
3,528,326
2018
CAPITAL
2018
APPRO-
PRIATIONS
2018
ENDING
BALANCE
5,349,928 141,524,369 $ 14,000,000
47,700
74,076,103
40,935,653
417,616
31,943,563
11,637,321
7,247,439
3,528,326
56,075,752 56,075,752
$ 439,786,142 $ 138,265,190 $ 167,647,572 $ 61,473,380 $
(5,740,827) (5,740,827)
$ 434,045,315 $ 138,265,190 $ 161,906,745 $ 61,473,380 $
396,038
15, 059, 984
35,527,732
4,655,000
1,777,258
315,545
306,038
10,920,000
19,727,732
2,655,000
1,061,713
2,139,984
367,386,142 $
(5,740,827)
361,645,315 $
306,038
13,059,984
19,727,732
2,655,000
1,377,258
45,000,000
2,500, 000
600,000
4,000,000
900,000
1,200,000
1,700,000
2,500,000
72,400, 000
72,400,000
90,000
2,000,000
15,800,000
2,000, 000
400,000
$ 57,416,012 $ 315,545 $ 34,670,483 $ 2,139,984 $ 37,126,012 $ 20,290,000
$ 491,461,327 $ 138,580,735 $ 196,577,228 $ 63,613,364 $ 398,771,327 $ 92,690,000
2017 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
GROSS TOTALS
2017
BEGINNING
BALAN C E
$ 19,892,049
35,470,518
5,331,996
510,053
29,556,342
510,047
548,846
2,549,622
2017 2017 2017 2017
PROPERTY INTERGOV'T OTHER INTERFUND
TAXES REVENUE REVENUE TRANSFER
92,537,350
16,485,983
11,532,977
7,987,221
23,681,172 11,361,598
$ 4,980,513 $ 41,637,651
21,114,284
27,147,257
436,368
3,625,404
7,811,009
15490
35,561,930
6,196
1,826,014
342,978
2,138,399
578,656
S
3,747,651
12,351
$ 118,050,645 $ 139,905,129 $ 65,130,325 $ 82,091,824 $ 3,760,002
LESS INTERFUND TRANSFE -
NET TOTAL
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
$ 118,050,645 $ 139,905,129 $ 65,130,325 $ 82,091,824 $
0
4,797,783
12,286,723
963,696
418,798
$ 18,467,000
$ 136,517,645
S
S
2,001,293
2,001,293
141,906,422
$
$ 65,130,325
207,933
10,519,059
20,413,334
416,527
1,492,973
$ 33,049,826
$ 115,141,650
S
S
(3,760,002)
Assessed Value $8,983,976,390
2017 2017
AVAILABLE PERSONNEL
FINANCING
2017
SERVICE/
SUPPLIES
2017
CAPITAL
2017
APPRO-
PRIATIONS
2017
ENDING
BALANCE
$ 159 047 563 $ 76 544 184 $ 59 965 977 $ 1 499 385 $ 138 009 546 $
S
S
S
S
S
S
8
21 938 017
, , , , , , , , , ,
, , , , , , , , , , , ,
108,632,715
44,012,230
952,617
37,543,563
9,709,116
8,715,184
4,688,021
$ 35,636,916
12,930,261
28,132,080
7,274,358
5,176,528
54,579,576
14,109,256
369,018
13,600,000
1,459,880
2,262,593
959,695
220,572
7,836,164
67,730,409
42,241,336
369,018
13,600,000
8,734,238
7,439,121
959,695
7,836,164
40,902,306
1,770,894
583,599
23,943,563
974,878
1,276,063
3,728,326
27,800,752
$ 408,937,925 $ 130,057,411 $ 147,305,995 $ 9,556,121 $ 286,919,527 $ 122,018,398
(3,760,002)
(3,760,002)
(3,760,002)
$ 405,177,923 $ 130,057,41
$ 143,545,993 $ 9,556,121 $
283,159,525 $
122,018,398
207,933
15,316,842
32,700,057
3,381,516
1,911,771
293,029
276,689
121,895
10,774,785
16 ,903,413
2,940,461
1,223,616
134,044
121,895
11,201,858
16,903,413
2,940,461
1,500,305
86,038
4,114,984
15,796,644
441,055
411,466
$ 53,518,119 $ 569,718 $ 31,964,170 $ 134,044 $ 32,667,932 $ 20,850,187
$ 458,696,042 $ 130,627,129 $ 175,510,163 $ 9,690,165 $ 315,827,457 $ 142,868,585
GOVERNMENT FUNDS
2017-2019
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Licenses and permits
Intergovernmental
Miscellaneous
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Current:
General government
P ublic safety
P ublic works
P ublic health and welfare
Human services
Culture and recreation
Miscellaneous
Capital outlay
Contingency/Reserves
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves
ACTUAL
2017
168,836,829
3,342,147
65,130,325
24,023,108
14,520,726
11,274,143
$ 287,127,278
47,306,184
62,895,851
82,670,384
50,975,574
7,439,121
1,556,093
8,880,154
7,836,164
$ 13,600,000
$ 283,159,525
3,967,753
$ 118,050,645
PROJECTED
2018
151,776,827
5,437,350
67,634,071
65,132,260
11,148,250
8,898,159
$ 310,026,91' 7
41,662,912
68,886,032
83,142,010
52,572,974
7,247,439
1,106,795
19,007,838
56,075,752
29,943,563
$ 359,645,315
(49,618,398)
$ 122,018,398
BUDGET
2019
183,559,158
4,678,000
70,021,975
22,059,361
13,481,000
10,182,870
$ 303,982,364
44,255,806
70,396,333
71,504,597
55,753,907
8,589,762
994,848
7,674,542
12,108,200
$ 10,000,000
$ 281,277,995
22,704,369
$ 72,400,000
$ 122,018,398 $ 72,400,000 $ 95,104,369
10,000,000
$ 122,018,398 $ 72,400,000 $ 105,104,369
PROPRIETARY FUNDS
2017-2019
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Fees
Charges for Services
ACTUAL
2017
$ 2,001,293 $
33,049,826
PROJECTED
2018
2,500,000 $
34,065,825
BUDGET
2019
2,750,000
31,228,972
Total Estimated Financial Sources $ 35,051,119 $ 36,565,825 $ 33,978,972
EXPENDITURES
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves
121,895 $
11,201,858
16,903,413
2,940,461
1,500,305
S
306,038 $
13,059,984
19,727,732
2,655,000
1,377,258
32,667,932 $
2,383,187
18,467,000
20,850,187
S
310,000
11,047,052
18,389,228
2,940,000
1,292,692
37,126,012 $
(560,187)
20,850,187
20,290,000
33,978,972
20,290,000
20,290,000
20,850,187 $ 20,290,000 $ 20,290,000
115
Class
Vacant
Residential
Commercial
Industrial
Agricultural
Natural Rsc
Oil & Gas
State Assd
Weld County, Colorado
Weld Final Taxable Assessed Value (1112712018)
2017 Final Assd Value 2018 Final Assd Value
Total Value: $
Less TIF Value $
Net Total: $
89,627,330
1,788,938,260
905,659,640
927,106, 280
209,694,960
18, 943,470
4,611,244,810
849,916,610
9,401,131,360
(176,170,650)
9,224,960,710
Value Changes 2017-20'18
8000
7000
6000
5000
4000
3000
2000
1000
0
i _
cysts �.°� osu `�� `�� s' at 4 GOB ti(v-c,
Class
$
$
79,197, 730
1,860,220,890
933,156,520
958,904,240
214,145, 980
22, 544, 990
6,828,903,860
866, 954, 700
Change $
(10,429,600)
71, 282, 630
27,496, 880
31,797,960
4,451,020
3,601,520
2,217,659,050
17,038,090
11, 764, 028, 910 $ 2, 362, 897, 550
(223,986,514)
11,540,042,396 $ 2,315,081,686
Change
-11.64%
3.98%
3.04%
3.43%
2.12%
19.01%
48.09%
2.00%
25%
25%
Weld Assd Value By Type
2018
State Assd Vacant Residential
7% 1% 16%
Oil & Gas
58%
Commercial
8%
Industrial
8%
Agricultural
\_
2%
Natural Rsc
0%
Source: Weld Assessor
Final Certification 2018 11/28/2018
116
NET PROGRAM COST
NET COST
ALLOCATED
SUPPORT
TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD
PUBLIC TRUSTEE
CLERK & RECORDER
ELECTIONS
TREASURER
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
CLERK TO THE BOARD
TOTAL
MANDATED:STATE/FEDERAL COUNTY COST
INMATE SERVICES AND SECURITY
COURTS AND TRANSPORTATION
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL.
CRITICAL -- NON -MANDATED COUNTY COST
PUBLIC SAFETY INFORMATION SYSTEM
CRIME LAB
POLICE SERVICES (LEVEL)
SHERIFF CONTRACT SERVICES
COMMUNICATIONS -COUNTY -WIDE
OFFICE EMERGENCY SERVICES
DRUG TASK FORCE
TOTAL
$ 933,820 $
0 $
(3,850,813) $
831,762 $
(3,643,070) $
3,576,535 $
52,117 $
6,211,853 $
2,558,353 $
1,350,904 $
581,252 $
380,435 $
1,283
764,757
636,915
565,903
6,774
622,599
1,450,049
188,866
116,509
1,314,255
1,283
(3,086,056)
1,468,677
(3,643,070)
4,142,438
58,891
6,834,452
4,008,402
1,539,770
697,761
$ 8,6021713 $
4,734,089 $ 13,336,802
$ 26, 973, 343
3,530,341
0
12,300,557
12,351
5,441,633
4,062,919
245,750
2,545,508
532,374
1,228,803
$ 31,036,262
3,530,341
245,750
14,846,065
544,725
6,670,436
$ 48,258,225
$ 8,615,353
$ 56,873,578
$ 969,005
649,805
12,297,449
102,055
4,952,696
447,200
321,257
$ 15,423,566
$
$
122,393
1,830,278
134,255
4,824
2,091,750
$ 969,005
772,198
14,127,727
102,055
4,952,696
581,455
326,081
$ 21,831,217
NET PROGRAM COST
NET COST
ALLOCATED
SUPPORT
TOTAL
LOCAL DISCRETION
INNOVATION & TECHNOLOGY PROJECTS
PLANNING & ZONING/BLDG INSP
ANIMAL CONTROL/CODE ENFORCEMENT
N OXIOUS WEEDS
EXTENSION SERVICE
✓ ETERANS SERVICES
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
S ENIOR COORDINATORS
✓ ICTIM/WITNESS ASSISTANCE
JUVENILE DIVERSION
✓ ICTIM ADVOCATES
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
PUBLIC INFORMATION
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
JUSTICE SERVICES
WORK RELEASE
ADULT DIVERSION
WELD PLAZA BUILDING
BRIGHT FUTURES
ASSET & RESOURCE MANAGEMENT
TOTAL
P UBLIC WORKS
ENGINEERING
TOTAL
CAPITAL:
EQUIPMENT
BUILDINGS
TOTAL
SUPPORT FUNCTION
COUNTY ATTORNEY
BUILDING & GROUNDS
FINANCE & ADMINISTRATION
ACCOUNTING
P URCHASING
HUMAN RESOURCES
TELECOM SERVICES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION TECHNOLOGY
PRINTING & SUPPLY
TOTAL.
500,000
606,157
268,518
976,098
406,024
228,589
0
241,000
69,682
173,307
38,225
40,000
578,432
31,786
55,204
10,000
165,000
290,625►
242,573
40,737
129,000
174,340
1,094,097
1,051,376
84,213
(604,098) $
181,179 $
5,030,000 $
- $
682,626
40,947
130,843
30,490
7,229
8,180
8,313
34,057
11,110
1,192
13,656
651,421
148,596
197,922
500,000
1,288,783
268,518
1,017,045
536,867
259,079
7,229
241,000
77,862
181,620
38,225
40,000
612,489
42,896
55,204
10,000
166,192
304,281
893,994
40,737
129,000
174,340
1,242,693
1,249,298
84,213
(604,098)
181,179
5,030,000
$12,102,064 $
1,966,582
$ 14, 068, 646
$ 19,000,000 $ 3,327,445 $
8,404,319 $ 341,966
22,327,445
8,746,285
$ 27, 404, 319 $ 3,669,411 $
31,073,730
$ - $
11,000,000 $
$
11,000,000
$ 11,000,000 $
$ 11,000,000
$ 917,201
6,997,645
535,986
1,117,733
326,809
1,866,164
0
2,750,000
709,087
0
8,433,242
150,491
$ (917,201) $
(6,997,645)
(535,986)
(1,117,733)
(326,809)
(1,866,164)
0
(2,750,000)
(709,087)
0
(8,433,242)
(150,491)
$ (23,804,358) $
0
0
0
0
0
0
0
0
0
0
0
$ 23,804,358
SEVEN YEAR TREND
Beginning Fund Balance
Q
O
O
M
a)
160,000,000 -
140,000,000 -
120,000,000 -
100,000,000 -
80,000,000 -
60,000,000 -
40,000,000 -
20,000,000 -
0
00
U
O
O
c
O
O
C
0
O
a
O
M
00
O
O
O
tett
O
O
O
d
O,
dit
2013 2014
2015
2016 2017
2018 2019
119
SEVEN YEAR TREND
County Expenditures
$120
100 -
$80
0 $60
2
S40
$20
S0
❑ Gen Gov
a Public Safety
❑Roads & Bridges
❑ Health/Human Srv/Soc Sry
L
CO
CO
T
U)
z,z/z
CIO
0)
CO
ILO
U)
2013 2014
h
"71-
V
(0
C)
CO
C)
co
N
a)
C
T
0
T
N -
ILO
ILO
06
L
06
U)
N-
CO
T
c
N
00
,zzze"
2015 2016 2017 2018 2019
120
County Citizens
Assessor
County
Attorney
County
Council
Department of
Finance and
Administration
Commissioner
Coordinator
Accounting
Budget
Capital Projects
Contract Administration
Grant Administration
Finance Division
Human Resources
Printing and Supply
Purchasing
Risk Management
Special Projects
Treasurer's Office
Clerk to the Board
Housing Authority
i
Board of County
Commissioners
Department of
Public Health and
Environment
Commissioner
Coordinator
Health Administration
Environmental Health
Public Health Services
Health Communication,
Education and Planning
Board of Public Health
Coroner
Justice Services
Communications
Wireless
Communications
Information Services
GIS and Mapping
Telecom Services
Public Safety IT
Sheriff
Corrections, Law Enforcement,
Animal Control, Forensic Lab,
Task Force, Code Enforcement
Department of
Public Works
Commissioner
Coordinator
Engineering
Road and Bridge
Buildings and
Grounds
Veterans Services
Office of
Emergency
Management
Fleet Services
Department of
Planning Services
Commissioner
Coordinator
1
Clerk and
Recorder
Recording, Motor vehicle. Election
Planning and Zoning
Building Inspection
Board of Adjustment
International Building Code
Planning Commission
Utility Board
County Extension
Office
Fair Board
Red = Elected
Positions
Department of
Human Services
Commissioner
Coordinator
Human Services
Social Services
AAA
Child Support
Assistance Payments
Child/Adult Protection
Employment Services
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2019
DEPARTMENT
ACTUAL
ACTUAL
CURRENT
YEAR 2018
REQUEST
�
2019
FINAL
BUDGET
2019
CURRENT
CHANGE
FINAL
LAST
TO
YEAR
2017
GENERAL
FUND:
Office of the Board
6.000
6.000
6.000
6.000
Public Information
2.000
4.000
4.000
4.000
County Attorney
5.000
5.000
5.000
5.000
Clerk to the Board
6.250
6.250
7.750
7.750
1.500
Clerk and Recorder
53.000
53.000
55.000
55.000
+2.000
Elections
5.000
5.000
5.000
5.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
35.000
35.000
37.000
37.000
+2.000
County Council
1.000
1.000
1.000
1.000
District
Attorney
55.000
59.000
59.000
59.000
Juvenile Diversion
1.500
1.500
1.500
1.500
Restorative Justice
0.500
0.500
0.250
0.250
-0.250
Victim
Witness
12.375
12.375
12.500
12.500
+0.125
Finance and Administration
1.000
1.000
2.000
2.000
+1.000
Accounting
6.000
7.000
7.000
8.000
+1.000
Purchasing
2.500
3.000
3.000
3.000
Human Resources
10.000
10.000
12.000
15.000
+5.000
Planning and Zoning
16.000
17.000
19.000
19.000
+2.000
Buildings and Grounds
25.000
29.500
30.500
30.500
+1.000
Information Services
46.000
49.000
49.000
49.000
Printing
and Supply
4.000
4.000
4.000
4.000
SO Admin Patrol
16.000
16.000
15.000
15.000
-1.000
SO Admin Detention
29.000
29.000
e
29.000
29.000
SO Prof. Standards
6.000
6.000
7.000
7.000
+1.000
SO Civil Unit
6.000
6.000
6.000
6.000
SO Support
Services
7.000
7.000
6.000
7.000
Sheriff Patrol
52.000
60.000
60.000
60.000
Sheriff Investigations
17.000
17.000
19.000
19.000
+2.000
Municipal
Contract
8.000
4.000
2.000
2.000
-2.000
Animal Control/Code
Enforcement
3.000
3.000
3.000
3.000
Crime Lab
4.000
4.000
4.000
4.000
Victim
Advocates
3.000
3.000
3.250
3.000
Drug Task Force
2.000
2.000
2.000
2.000
Inmate Services
14.000
16.000
20.000
20.000
+4.000
Security
163.000
194.000
202.000
201.000
+7.000
122
REQUEST
FINAL
LAST
CURRENT
CHANGE
FINAL
TO
ACTUAL
YEAR
2017
CURRENT
YEAR
2018
DEPARTMENT
BUDGET
2019
BUDGET
2019
Courts and Transport
24.000
24.000
29.000
29.000
+5.000
Communications
62.000
71.000
78.000
78.000
+7.000
PS Wireless Communications
0.000
1.000
1.000
1.000
Criminal Justice
Info. Sys.
8.000
9.000
9.000
9.000
Coroner
7.000
9.000
10.000
10.000
+1.000
Justice
Services
9.500
11.500
13.500
13.500
+2.000
Work Release
16.000
17.000
19.000
21.000
+4.000
Adult Diversion
1.000
1.000
1.250
1.250
+0.250
Community
Corrections
1.000
1.000
1.000
1.000
Building Inspection
12.000
12.000
13.000
13.000
+1.000
Noxious Weeds
2.000
2.000
2.000
2.000
Office of Emergency Mgt.
3.000
3.000
4.000 .
4.000
+1.000
General Engineering
28.000
28.000
35.000
35.000
+7.000
Missile Site
1.000
1.000
1.000
1.000
Bright Futures
2.000
2.000
2.000
2.000
Extension Service
11.000
11.750
14.375
12.375
+0.625
Fair
1.250
1.250
1.250
1.250
Veteran's Office
2.000
3.000
3.000
3.000
0
823.875
894.625
946.125
947.875
55.250
TOTAL
GENERAL
FUND
PUBLIC
WORKS:
Maintenance
Support
10.000
10.000
10.000
10.000
Administration
8.000
9.000
9.000
9.000
Motor
Graders
47.000
47.000
51.000
51.000
+4.000
Trucking
33.000
33.000
33.000
33.000
Bridge Construction
30.000
30.000
30.000
30.000
Pavement Management
17.000
,
17.000
21.000
21.000
+4.000
Mining
7.000
7.000
7.000
7.000
,
152.000
153.000
161.O00
161.000
+8.000
TOTAL PUBLIC
WORKS
HEALTH
FUND:
Administration
10.000
10.000
11.750
11.750
+1.750
Health Communication
13.750
16.625
17.625
17.625
+1.000
Environmental Services
25.750
26.250
29.000
29.00
+2.750
Health Preparedness
2.500
2.000
2.000
2.000
Public Health Services
41.350
42.200
40.70
40.70
-1.500
93.350
97.075
101.075
101.075
+4.000
TOTAL
HEALTH
FUND
123
FINAL
LAST
REQUEST
CURRENT
CHANGE
FINAL
TO
ACTUAL
YEAR
2017
CURRENT
YEAR
2018
DEPARTMENT
BUDGET
2019
BUDGET
2019
SOCIAL SERVICES
352.000
358.000
364.000
360.000
+2.000
HUMAN
SERVICES
83.000
85.000
87.000
87.000
+2.000
0.000
17.000
18.000
18.000
+1.000
FLEET SERVICES
PHONE
SERVICES
3.000
3.000
3.000
3.000
1,507.225
1,607.700
1,680.200
1,679.950
+72.250
GRAND TOTAL
124
GENERAL FUND
Revenue Changes
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
02018 02019
rl �
kseis 49 sses,P ,4,-e) .c." e zos e
d1/442* OO' cr itt * \trat
At IP
oies its
e als et% be
64ew c e ce G
eig O%s e
:19
;1/44 it" sele it es
is „t
k.44t
4•4 02)0
G`G
2019 Revenue
Total $150,189,246 (2018 $146,486,352)
Property Tax
$96,488,601
64%
Fund Balance
$14,000,000
9%
Other Taxes
$170,000
0%
Miscellaneous
$10,019,569
7%
Fee Accounts
$13,256,000
9%
Intergovernmental
$5,309,208
4%
Licenses/Permits
$3,381,000
2%
Charges for Services
$7,189,868
5%
Fines/Forfeitures
$375,000
0%
125
GENERAL FUND
EXPENDITURE CHANGES
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
•2018
O2019
Public Safety General Gov.
Health & Human Serv. Misc. Auxilary Culture/Rec. Public Works
Welfare
2019 Expenditures
Total $136,183,953 (2018 $131,544,733)
General Gov.
$44,255,806
33%
Public Safety
$70,396,333
52%
Health & Welfare
$5,682,633
4%
Human Serv.
$296,313
0%
Misc.
$5,749,088
4%
Auxilary
$845,192
1%
Culture/Rec.
Public Works $554,269
$8,404,319 0%
6%
126
SEVEN YEAR TREND
General Government
$50
$45
$40
$35
$30
can
t $25
2
$20
$15
$10
$0
i
I
I
I
I
2013 2014 2015 2016 2017 2018 2019
127
SEVEN YEAR TREND
Public Safety
$80
$70
$60
$50
J
$40
J
2
$30
$20
$10
$0
2013 2014 2015 2016 2017 2018 2019
128
SEVEN YEAR TREND
Health & Welfare
$70
$60
$50
$40
z
O
J
2
$30
$20
$10
$0
2013 2014 2015 2016 2017 2018 2019
GENERAL FUND SUMMARY
The General Fund is funded at the level of $136,183,953 up $4,639,220. The two major increases
are in general government, and salary increases. Without including adjustments for cost of living,
and salary step increases, the budget for general government functions is up $3,007,819. Motor
Vehicle is up $359,583 with the addition of two office tech positions, $60,000 for overtime/contract
employees and four temporary positions. The Assessor is up $186,377 due to 2019 being a
reappraisal year and the addition of two new appraisers. Building and Grounds is up $205,097
for an additional carpenter position and inflationary building maintenance costs. Finance is up
$138,861 to add a Budget Manger as part of the succession planning in the department. With the
growth in the county workforce and the tight labor market for recruitment and retention Human
Resources in up $436,589, and Accounting for the payroll function is up $100,652. Planning is up
$337,712 for two mid -year positions, and the additional chargeback from Engineering of
$191,.987. The Election budget is down $523,064 since there will only be a consolidated general
e lection in 2019.
Information Technology (IT) is up $619,334 primarily due to increases in software maintenance
($260,116), and computer equipment ($290,500). Charge backs in the contra account are down
$100,000 due to recent usage trends by grant funded departments. IT capital is funded in
accordance with the Five -Year Capital Improvement Plan with $350,000 for computer equipment.
$500,000 is included for new technology and innovation projects, which is the same level as the
last five years.
Public Safety functions are up $223,620. However, if you adjust for the one-time expense for
communications equipment in 2018 of $3,738,985 Public Safety is up $3,962,605. The overall net
S heriffs Office recommended budget is up in net county costs by $1,960,230 or 4.50%. The
S heriffs Office has requested a total increase of 16.00 positions in 2019. Other positions within
the Sheriff's Office are requested to be reclassified or moved to improve productivity instead of
e liminating positions. The purpose of the increase is to meet staffing shortages based on the
completed staffing studies of Patrol and Detentions as well as implement two new programs for
the agency. One program is the Body Worn Camera (BWC) program, and the other is the
Southwest Substation Booking Intake. As a result, Sheriff personnel costs are up $1,5997,731. In
addition to the recommended 3% cost of living for all county positions there is an additional 2.5%
increase for a total of 5.5% at a cost of $601,260 for all Sheriff deputy and correctional officer
career positions to remain competitive with other law enforcement agencies in the area. The
strategy would be to do 5.5% salary increases in 2019, 2020, and 2021 to bring the positions to
a more competitive level for recruitment and retention of law enforcement positions in Weld
County and the Front Range of Colorado. Supplies for the Sheriff are up $155,478 with $120,000
being for MDT computer replacements. Purchased Services are up $464,153 for inmate medical
care ($228,333), records contract with the City of Greeley ($92,832), Body Worn Camera program
($85,000) and $58,000 for miscellaneous items. Capital is funded at $205,998 with the largest
expense being a body scanner for North Jail. Fixed costs are down $176,196 for retention
incentive payments. Revenues in the Sheriff's Office are up $255,691 primarily from grants.
Coroner's budget is up $143,606 primarily for the addition of one Deputy Coroner positions mid-
year to deal with the office's workload, and autopsy costs. Communications is up $475,701 with
the addition of four dispatchers and three call takers due to E-911 call volume. However, the need
for the positions is being reviewed and may not be recommended in the final budget. The E911
Authority requested an increase in the E911 surcharge from 70 cents to $1.20 per phone per
month to fund future capital needs. The State RUC approved the increase effective January 1,
2019. This will be in the E911 Authority budget but relieve the General Fund of these costs going
forward. Office of Emergency Management is up $105,659 primarily for an addition EM
Coordinator position. Justice Services is requesting two positions for the pretrial program and four
for the work release program due to growing caseloads to hold down the jail inmate population.
130
Both programs are more cost effective compared to jail incarceration. Other Public Safety budgets
are stable with little or n0 increases.
Engineering is down $75O,56O because the engineering and design fees have decreased for the
Weld County Road WCR 49 south corridor and WCR 49147 north corridor in the 2O19 budget.
General Fund's subsidy to the Public Health Department is up $352,192 due to anticipated salary
step and cost -of -living increases. The County Fair is down $137,85O with the elimination of
$127,850 fora one-time expense for livestock panels, and $1O,OOO in one-time costs to celebrate
the 100th Anniversary of the Weld County Fair in 2O18. An increase of $1,1O5,194 is included for
other General Fund departments' anticipated salary step and cost -of -living increases in 2O19.
Health insurance rates will decrease 15% for employees and the employer in 2O19. This will mean
health insurance rate decreased 11.8% in the last five years.
The available resources to the General Fund are $15O,189,246 compared to $146,486,352 in
2O18, up $3,7O2,894. Property taxes are budgeted at $96,488,6O1 up $3,387,55O. Revenue from
interest earnings are up $1,5OO,OOO at $3,5OO,OOO for 2O19, as interest rates are projected to
increase in the next year. Intergovernmental revenues are up slightly by $213,378. Charges for
Services are up $318,857 primarily from charges related to Communications and Sheriff's Office
revenues. Fines from traffic enforcement are up $4O,OOO. Indirect cost recovery is down
$2,292,759 due to Social Services' allocation. Clerk and Recorder fees are up $4OO,OOO. All other
revenues are relatively stable with little change.
The beginning fund balance is anticipated to be $14,OOO,OOO for 2O19. An estimated ending fund
balance of $14,OO5,293 is projected for year-end. The fund balance amount serves as an
additional contingency amount during the fiscal year. This fund balance amount is consistent with
the anticipated ending fund balances for the last few years. It is prudent fiscal management for
Weld County to maintain an anticipated fund balance of this level to respond to unforeseen needs
of the citizens of Weld County in 2019 and future years.
131
GENERAL FUND
SUMMARY OF REVENUES
2019
Fund Orq Acct
1000 90100 4112
1000 90100 4116
1000 90100 4117
1000 90100 4150
1000 90100 4215
1000 17100 4221
1000 25100 4222
1000 25100 4224
1000 25100 4226
1000 26200
1000 21110
1000 21300
1000 15100
1000 21200
1000 24410
1000 15200
1000 15250
1000 15300
1120 15300
1130 15300
1000 21300
1000 24200
116017 24220
116018 24220
1000 24410
1000 26200
1000 96400
1000 90100
1000 90100
1000 21300
1000 24415
1000 90100
1000 90100
1000 90100
1000 90100
1000 10400
1000 11200
1000 15100
1000 15200
1000 17350
1000 17600
1000 21100
1000 21110
1000 21130
1000 21200
1000 21210
1000 22100
1000 22400
1000 22500
1000 24100
1000 24125
1000 24150
1000 24410
1000 24420
1000 26100
1000 50100
1000 90100
1000 13100
1000 17600
1000 24100
Account Title
TAXES
CURRENT PROPERTY TAXES
PROPERTY TAX ADJUSTMENT
PERSONAL PROPERTY TAX INCENTIVE
TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
LICENSES, LIQUOR/DANCE
PERMITS
BUILDING
ELECTRICAL
PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
4311 FEMA REIMBURSEMENT
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4352 THORNTON
4353 BRIGHTON URBAN RENEWAL AUTHORITY
4354 CITIES AND TOWNS
4354 CITIES AND TOWNS
4355 ERIE URBAN RENEWAL AUTHORITY
4357 SOUTH FIRESTONE URA
4358 FORT LUPTON URA
4359 MEAD URA (MURA)
RA)
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4420 PARKING
4430 SALE OF SUPPLIES
4430 SALE OF SUPPLIES
4430 SALE OF SUPPLIES
TOTAL CHARGE FOR SERVICES
2018
Budget
93,101,051
(56,781)
56,781
230,000
2019
Request
97,630,811
0
0
170,000
2019
Recommend
97,630,811
0
0
170,000
2019
Final
96,488,601
(43,391)
43,391
170,000
93,331,051
97,800,811
97,800,811
96,658,601
7,000
615,000
1,300,000
850,000
500,000
3,272,000
60,000
0
0
124,024
54,000
15,000
91,359
142,742
142,298
95,293
136,182
133,650
118,882
2,823,587
0
0
55,000
24,232
65,052
314,213
31,500
380,000
96,305
73,933
14,181
104,397
5,095,830
6,000
725,000
1,300,000
850,000
500,000
3,381,000
60,000
110,000
91,946
124,960
54,000
24,000
95,359
119,904
151,634
104,822
136,182
71,638
119,670
0
2,900,802
75,000
55,000
29,400
65,053
314,213
40,500
420,000
10,500
48,000
14,181
1041397
5,341,161
6,000
725,000
1,300,000
850,000
500,000
3,381,000
60,000
110,000
91,946
124,960
54,000
24,000
95,359
119,904
151,634
104,822
136,182
71,638
119,670
0
2,900,802
75,000
55,000
29,400
65,053
314,213
40,500
420,000
10,500
48,000
14,181
104,397
5,341,161
6,000
725,000
1,300,000
850,000
500,000
3,381,000
60,000
110,000
74,237
124,960
54,000
24,000
95,359
119,904
151,634
104,822
136,182
71,638
119,670
0
2,900,802
75,000
55,000
29,400
65,053
238,270
40,500
420,000
9,584
89,116
15,957
124,120
5,309,208
7,787
400,000
60,000
4,000
4,500
261,100
215,000
60,000
150,000
55,000
490,325
3,282,409
502,040
0
30,000
964,350
14,000
300,000
10,000
6,000
5,000
16,000
500
24,000
9,000
8,297
350,000
60,000
4,000
4,500
260,000
215,000
60,000
150,000
34,000
200,800
3,660,906
462,480
288,335
35,000
964,350
16,000
350,000
10,000
6,000
5,000
18,700
500
22,000
4,000
8,297
350,000
60,000
4,000
4,500
260,000
215,000
60,000
150,000
34,000
200,800
3,660,906
462,480
288,335
35,000
964,350
16,000
350,000
10,000
6,000
5,000
18,700
500
22,000
4,000
8,297
350,000
60,000
4,000
4,500
260,000
215,000
60,000
150,000
34,000
200,800
3,660,906
462,480
288,335
35,000
964,350
16,000
350,000
10,000
6,000
5,000
1 8, 700
500
22,000
4,000
6,871,011
7,189,868
7,189,868
7,189,868
GENERAL FUND
SUMMARY OF REVENUES
2019
Fund Orq Acct
FINES
1000 21200 4510 FINES
1000 90100 4510 FINES
TOTAL FINES
1000 90100
1000 17250
1000 22100
1000 90100
1000 90100
1000 21260
1000 22100
1000 22200
1000 24410
1000 24420
1000 23200
Account Title
MISCELLANEOUS
4610 EARNINGS ON INVESTMENTS
4624 RENTS FROM BUILDINGS
4624 RENTS FROM BUILDINGS
4624 RENTS FROM BUILDINGS
4650 OVERHEAD
4670 REFUND OF EXPENDITURE
4670 REFUND OF EXPENDITURE
4670 REFUND OF EXPENDITURE
4670 REFUND OF EXPENDITURE
4670 REFUND OF EXPENDITURE
4680 OTHER
TOTAL MISCELLANEOUS
1000 12100 4720
1000 11100 4730
1000 12100 4730
1000 13100 4730
1000 21110 4730
1000 90100 4740
FEES, CABLE FRANCHISE
ADVERTISING FEES
OTHER FEES
OTHER FEES
OTHER FEES
OTHER FEES
FEES, CABLE FRANCHISE
TOTAL FEES
TOTAL GENERAL FUND
2018
Budget
300,000
33,000
2019
Request
340,000
35,000
2019
Recommend
340,000
35,000
2019
Final
340,000
35,000
333,000
375,000
375,000
375,000
2,000,000
1,279,148
65,911
557,684
6,805,378
52,636
25,932
1,934,471
2,000
25,000
500
3,500,000
1,279,148
65,946
555,288
4,512,619
52,636
25,932
0
3,000
25,000
0
3,500,000
1,279,148
65,946
555,288
4,512,619
52,636
25,932
0
3,000
25,000
0
3,500,000
1,279,148
65,946
555,288
4,512,619
52,636
25,932
0
3,000
25,000
0
12,748,660
10,019,569
10,019,569
10,019,569
19,800
7,700,000
4,800,000
50,000
190,000
75,000
12,834,800
16,000
8,100,000
4,8001000
50,000
210,000
80,000
13,256,000
16,000
8,100,000
4,800,000
50,000
210,000
80,000
13,256,000
16,000
8,100, 000
4,800,000
50,000
210,000
80,000
13,256,000
134.486.352
137.363.409
137.363.409
136.189.246
GENERAL FUND
SUMMARY OF EXPENDITURES
2019
Fund Org
1000 10100
1000 1O150
1000 10200
1000 10400
1000 11100
1000 11200
1000 11300
1000 12100
1000 13100
1000 14100
1000 15100
1000 15200
1000 15250
1000 15300
1120 15300
1130 15300
1000 16100
1000 16200
1000 16300
1000 16400
1000 17100
1000 17200
1000 17250
1000 17300
1000 17350
1000 17375
1000 17600
1000 21100
1000 21110
1000 21120
1000 21130
1000 21140
1000 21200
1000 21205
1000 21210
1000 21230
1000 21260
1000 21300
1000 21410
1000 22100
1000 22200
1000 22400
1000 22400
1000 23200
1000 24100
1000 24125
1000 24150
1000 24200
116017 24220
1000 24410
1000 24415
1000 24420
1000 25100
1000 26100
1000 26200
Expenditure Function
GENERAL GOVERNMENT
OFFICE OF THE BOARD
PUBLIC INFORMATION
COUNTY ATTORNEY
CLERK TO THE BOARD
COUNTY CLERK
ELECTIONS AND REGISTRATION
MOTOR VEHICLE
TREASURER'S OFFICE
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
JUVENILE DIVERSION
RESTORATIVE JUSTICE
VICTIM WITNESS
VICTIM WITNESS
VICTIM WITNESS
FINANCE
ACCOUNTING
PURCHASING
HUMAN RESOURCES
PLANNING OFFICE
BUILDINGS AND GROUNDS
WELD PLAZA
INFORMATION SERVICES
GEOGRAPHICAL INFORMATION SYSTEM
INOVATION AND TECHNOLOGY PROJECTS
PRINTING AND SUPPLY
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
ADMINISTRATION PATROL
BOOKING UNIT
PROFESSIONAL STD
CIVIL
SUPPORT SERVICES
PATROL
INVESTIGATIONS
CONTRACT SERVICES
ORDINANCE ENFORCEMENT
REGIONAL LAB
VICTIM ADVOCATES
DRUG TASK FORCE
COMMUNICATIONS SERVICE
COMMUNICATIONS SYSTEM DEVELOPMENT
PUBLIC SAFETY INFORMATION SYSTEM
PUBLIC SAFETY WIRELESS COMMUNICATION.
COUNTY CORONER
JUSTICE SERVICES
WORK RELEASE
ADULT DIVERSION
COMMUNITY CORRECTIONS-ADMIN
COMMUNITY CORRECTIONS -SERVICES
INMATE SERVICES
SECURITY
COURTS AND TRANSPORTATION
BUILDING INSPECTION
WEED AND PEST
OFFICE OF EMERGENCY MANAGEMENT
TOTAL PUBLIC SAFETY
2018
Budget
924,190
290,625
887,004
457,688
951$23
1,700,029
2,936,291
1,093,994
3,423,083
51,223
6,337,559
113,556
142,742
682,102
95,293
136,182
384,306
991,113
319,191
1,366,176
2,102,457
6,684,092
675,050
7,765,926
225,895
500,000
425,222
2019
Request
924,190
290,625
887,004
538,354
936,413
1,176,965
3,092,391
1,113, 994
3,609,460
51,223
6,373,150
131,145
119,904
672,111
104,822
136,182
523,167
998,813
319,191
1,519,228
2,440,169
6,889,189
675,050
8,385,260
247,073
500,000
428,942
2019
Recommend
924,190
2 90, 625
887,004
5 38, 354
936,413
1,176, 965
3,092,391
1,113, 994
3,609,460
51,223
6,373,150
131,145
119,904
672,111
104,822
136,182
523,167
998,813
319,191
1,519,228
2,440,169
6,889,189
675,050
8,385,260
247,073
5 00, 000
4 28, 942
2019
Final
933,820
330,105
917,201
589,549
953,111
1,181,762
3,296,076
1,172,930
3,627,035
52,117
6,396,813
131,145
119,904
730,066
104,822
136,182
535,986
1,117,733
326,809
1,866,164
2,450,975
6,997,645
675,050
8,433,242
247,073
500,000
432,491
41,662,912
43,084,015
43,084,015
44,255,806
1,563,361
2,182,170
913,394
444,258
1,163,094
8,341,259
1,962,566
490,325
231,487
688,459
226,081
296,006
8,229,779
3,738,985
1,348,080
0
1,243,771
1,063,311
1,605,677
76,612
118,882
2,823,587
6,218,513
18,079,778
2,998,504
1,412,558
964,925
460,610
1,661,801
2,388,919
1,117,755
449,206
1,014,050
8,629,561
2,120,613
282,308
256,241
682,319
291,031
296,006
8,705,480
0
1,431,485
288,335
1,354,628
1,206,917
1,760,328
100,213
119,670
2,900,802
6,821,231
18, 708, 647
3,364,302
1,489,848
967,025
646,269
1,661,801
2,388,919
1,117, 755
449,206
1,O14,050
8,629,561
2,120, 613
282,308
256,241
682,319
291,031
2 96, 006
8,705,480
0
1,431,485
288,335
1,354,628
1,206,917
1,760,328
100,213
119,670
2,900,802
6,821,231
18,708,647
3,364,302
1,489,848
9 67, 025
646,269
1,745,440
2,465,917
1,155,711
391,521
1,161,126
8,971,528
2,223,481
302,855
268,518
702,441
241,579
321,257
8,705,480
0
1,431,485
288,335
1,350,904
1,133,097
2,015,726
100,213
119,670
2,900,802
6,867,287
18,892,139
3,565,341
1,530,182
982,098
562,200
68,886,032
69,054,990
69,054,990
70,396,333
GENERAL FUND
SUMMARY OF EXPENDITURES
2019
Fund Orq
Expenditure Function
PUBLIC WORKS
1000 31100 ENGINEERING
1000 50100
1000 50200
1000
1000
1000
1000
1000
56110
56120
56130
56140
56160
CULTURE AND RECURTATION
MISSILE PARK
PARKS AND TRAILS
TOTAL CULTURE AND RECURATION
HEALTH AND WELFARE
SENIOR PROGRAMS
WASTE WATER
DEVELOPMENTALLY DISABLED
MENTAL HEALTH
COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE
1000
1000
1000
1000
1000
1000
1000
1000
1000
90100
90150
90160
96100
96200
96400
96500
96600
99999
MISCELLANEOUS
NON DEPARTMENTAL
COMMUNITY AGENCIES GRANTS
BRIGHTER WELD
EXTENSION
FAIR
VETERANS
ISLAND GROVE BUILDINGS
ASSET AND RESOURCE MANAGEMENT
SALARY CONTINGENCY
TOTAL MISCELLANEOUS
TOTAL GENERAL FUND
2018
Budget
9,065,907
74,682
129,000
2019
Request
8,315,347
74,682
129,000
2019
Recommend
8,315,347
74,682
129,000
2019
Final
8,404,319
77,233
129,000
203,682
203,682
203,682
206,233
28,500
10,000
38,225
228,225
5,101,792
28,500
10,000
38,225
241,000
5,453,984
28,500
10,000
38,225
241,000
5,453,984
40,000
10,000
38,225
241,000
5,453,984
5,406,742
5,771,709
5,771,709
5,783,209
165,000
639,127
40,737
179,542
387,163
311,157
236,302
174,340
4,186,090
0
165,000
709,087
149,383
179,542
533,946
173,307
257,989
174,340
5,030,001
1,706,454
165,000
709,087
40,737
179,542
533,946
173,307
257,989
174,340
5,030,001
1,706,454
165,000
709,087
40,737
181,179
406,024
173,696
257,989
174,340
5,030,001
0
6,154,458
8,914,049
8,805,403
6,973,053
131,544,733
135, 508, 792
135,40 0,146
136,183,953
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department
is overseen by one Commissioner, with each Commissioner serving as an assistant in another
area, on a rotating basis each year. Statutory duties also include sitting as the Board of
Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services;
and filling, by appointment, all vacancies in county offices except the Board of Commissioners.
RESOURCES
REQUESTED
NEXT
FINAL
FY
ACTUAL
BUDGETED
LAST
FY
CURRENT
FY
NEXT
FY
Personnel Services
$ 810,416
$ 805,445
$ 805,445
$ 815,075
Supplies
1,208
1,900
1,900
1,900
Purchased
Services
100,367
116,845
116,845
116,845
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$
911,991
$ 924,190
$ 924,190
$ 933,820
Revenue
0
0
0
0
Net County
Cost
$ 911,991
$
924,190
$ 924,190
$ 933,820
Budgeted
Positions
6.00
6.00
6.00
6.00
SUMMARY OF CHANGES: No change, except final budget adjustments include an increase in
salaries of $9,630.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
136
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Efficiency
Measures
FTE's
per 10,000/capita
0.197
0.190
0.184
Per capita
cost
(county
support)
$2.99
$2.93 $2.87
Goal
ES1:
Enable
County
departments
and its
service
partners
to deliver
quality
customer
service.
DESIRED
OUTCOMES
PR ELIMINARY
OBJECTIVE/KEY
PERFORMANCE
PERFORMAN
INDICATOR(S)
CE
ACTUAL
ESTIMATED
PROJECTED
ES1-1:
defined
expectations
standards
Clearly-
performance
Citizen satisfaction feedback
service delivery departments
for
High
High
High
and
ES1-2:
accessed
use
ES1-3:
County
delivery
ES1-4:
customers
Conveniently
and
services
Unity
service
Satisfied
easy
of
-to-
Resident
feedback
and
with
visitor
County
satisfaction
services
High
High
High
Goal
issues.
ES2: Enhance community
access to
reliable
information
regarding services and County
government
PRELIMINARY
ACTUAL
PROJECTED
DESIRED
OUTCOMES
PERFORMANCE
ESTIMATED
OBJECTIVE/IEEY
PERFORMANCE INDICATOR(S)
ES2-1:
accessible
information
County
programs
outcome)
Easily
regarding
services
(priority
and
Community
information
Customers
provided
government
by
satisfaction
availability
awareness
Weld
County
of
with
services
High
High
High
High
High
High
ES2-2: Positive
image of County
government
Percent
image
of residents
of Weld
with
County
a positive
government
90%
90%
90%
137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Public Information - - 1000-10150
DEPARTMENT DESCRIPTION: The public information function of the county is funded in this
budget unit. The function is under the direction of the Board of County Commissioners. The
Director serves as the county's public information officer. The staff of this department assists all
departments in developing and disseminating information to the public about Weld County
government and services.
RESOURCES
REQUESTED
NEXT
FINAL
FY
ACTUAL
BUDGETED
LAST
FY
CURRENT
FY
NEXT
FY
Personnel Services
$ 176,716
$ 242,525
$ 242,525
$ 282,005
Supplies
1,321
9,500
10,500
10,500
Purchased
Services
26,002
38,600
37,600
37,600
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$
204,039
$ 290,625
$ 290,625
$ 330,105
Revenue
0
0
0
0
Net County
Cost
$ 204,039
$
290,625
$ 290,625
$ 330,105
Budgeted
Positions
2.0
4.00
4.00
4.00
SUMMARY OF CHANGES: No change in the overall budget, but line -items have been realigned
to match expenditure patterns. In Other Purchased Services the budget includes $16,000 for the
tourism publication, and $10,500 for miscellaneous items, like Facebook boosts, and any special
project, like videos, the Board identifies in 2019. There is also $10,000 for GovDeliver in computer
software .
Final budget adjustments include an increase in salaries of $39,480.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Board approved the funding as recommended but decided they did not want
to spend funds on the tourism publication anymore. Instead the funding can be used for other
projects in 2019.
138
PUBLIC INFORMATION
(CONTINUED)
1000-10150
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Efficiency Measures
FTE's per
Per capita
10,000/capita
cost (county
support)
0.066 1.267
$0.67 $0.93
1.223
$1.01
Note: Prior to 2017 this function was funded in the Board of County Commissioner's budget unit 1000-10100.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Information
goals in Budget Unit 1000-10100.
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
County regulations. The three full-time assistants share the responsibilities of the County
Attorney.
RESOURCES
ACTUAL
REQUESTED
NEXT
FY
FINAL
BUDGETED
CURRENT
FY
NEXT
FY
LAST FY
Personnel
Services
$ 755,938
$ 767,097
$ 767,097
$ 797,294
Supplies
6,988
2,900
1,945
1,945
Purchased
Services
396,969
117,007
117,962
117,962
Fixed
Charges
-8,804
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,151,091
$ 887,004
$ 887,004
$ 917,201
Revenue
0
0
0
0
Net County
Cost
$
1,151,091
$ 887,004
$ 887,004
$ 917,201
Budgeted
Positions
5
5
5
5
SUMMARY OF CHANGES: No change in the total budget. Line -items were realigned to reflect
historical expenditure patterns.
Final budget adjustments include an increase in salaries of $30,197.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
140
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of new requests for legal assistance 495 500 500
Number of new mental health cases 72 70 70
Number of new code violations 120 120 120
Efficiency Measures
FTE's per 10,000/capita 0.164 0.159 0.153
Per capita cost (county support) $3.78 $2.81 $2.82
Number of agenda requests/MN/mental
cases per FTE
174
175
175
Goal ES3: Ensure the
County
Attorney
staff
is meeting
the
needs of elected
officials and department
heads.
DESIRED
PRELIMINARY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ES4-1:
and
representation
Weld
effective
County
Efficient
legal
of
Client
department
satisfaction
heads
of elected
officials and
99%
99%
99%
141
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the County as
prescribed in Section 38-37-101, C.R.S., et. seq. Salaries and operating costs are funded by
public trustee fees outside of County budget.
RESOURCES
ACTUAL
REQUESTED
NEXT
FY
FINAL
BUDGETED
CURRENT
FY
NEXT
FY
LAST FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
204
0
0
0
Purchased
Services
2,091
0
0
0
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 2,295
$ 0
$ 0
$ 0
Revenue
183,214
0
0
0
Net County
Cost
$
-180,919
$ 0
$ 0
$ 0
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Per Section 37-37-104(3), C.R.s.,all expenses of the office are to
be paid from Trustee fees prior to payment to the County Treasurer. Excess funds are to be
maintained in a special reserve fund until one year's operating costs are accumulated. It is not
anticipated that any excess revenue will be transferred to the General Fund in 2019. The amount
has been less the last three years based upon an anticipated drop in foreclosure and refinancing
activity.
In 2012, HB 12-1329 was approved and now requires the Public Trustee to prepare and submit
an annual budget to the Board of County Commissioners for review. It also subjects the Public
Trustee's offices to a biannual audit and requires the Public Trustee to comply with the state
and/or the county procurement process.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Weld County
Public Trustee's office has always submitted the office's budget to the county. HB 12-1329 states
that the budget shall be "reviewed" by the Board of County Commissioners, but does not state
"approved". HB 12-1329 does not appear to change what has been the practice in Weld County
for some time.
BOARD ACTION: Approved as recommended.
142
PUBLIC TRUSTEE
BUDGET 2019
INCOME
Release income after Recording Fees
Foreclosure income from Statutory Fees
Interest Earned on Balances
Total Income
EXPENSES
Personnel:
Public Trustee Salary
Staff Salaries
Temporary Labor
FICA Contribution
SUTA Taxes
Workers Comp
Retirement Plans
Medical Insurance
Education/Training
Misc./Other
Total Personnel
Operating Expenses:
Accounting/Auditing/Legal Services
Audit CRS 38-37-104 (7)
Building/Office Rental/Storage
Dues and Meetings
Equipment Maintenance/Rental
IT Support
Office Supplies
Postage
Misc/Other
Telephone/Utilities
Travel/Mileage
Bank Fees
Total Operating
Capital Outlay:
Software
Computer Hardware
Office Furniture
Total Capital Outlay
Total Expenses
$ 270,000
70,000
1,600
$ 341,600
72,500
110,000
0
14,000
550
600
13,000
36,000
1,500
0
$ 248,150
$ 1,700
15,000
30,000
2,000
4,000
8,100
3,600
230
800
3,800
1,500
3,500
$ 74,230
� o
0
0
$ 322,380
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 19,220
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK TO THE BOARD
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of
the County Commissioners, retains all records of the Board, and processes liquor licenses.
RESOURCES
ACTUAL
LAST
FY
NEXT
FINAL
FY
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 378,O84
$ 409,906
$ 491,082
$ 542,277
Supplies
22,058
29,494
29,494
29,.494
Purchased
Services
20,065
26,075
26,075
26,075
Fixed
Charges
0
- 7,787
- 8,297
- 8,297
Capital
0
0
0
0
Gross County
Cost
$ 420,207
$ 457,688
$ 538,354
$ 589,549
Revenue
19,249
7,787
8,297
8,297
Net
County
Cost
$ 400,958
$ 449,901
$ 530,057
$ 581,252
Budgeted
Positions
6.25
6.25
7.75
7.75
SUMMARY OF CHANGES: The net budget is up $80,156. Personnel Services are up $81,176
for an additional Office Tech III ($57,112), and increasing a part time Office Tech III from 20 hours
per week to 40 hours per week. The increased staffing is necessary to handle the land use case
workload from new development. The Board approved the increased staffing at a work session
on May 30, 2018.
Supplies and Purchased Services are unchanged with some line item adjustment to reflect
expenditure patterns. Chargebacks are up $510 to the County Attorney and the same for Telecom
Services.
Final budget adjustments include an increase in salaries of $51,195.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
144
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Number
Number
of
of
meetings
images
optically
transcribed
scanned
200
60,000 61,000
200 200
62,000
Number
of
BOE
appeals
processed
574
50 750
Efficiency
Measures
FTE's
Per
Cost
capita
per
per
10,000/capita
meeting/hearing
cost
(county
support)
$2,04.79
0.197
$1.32
0.190
$1.43
$2,249.51
$2,906.26
0.223
$1.78
Goal
between
ES4:
the
To
improve service, increase efficiency
County Commissioners and
the citizens
and
of
provide
Weld
greater
County.
information access and
exchange
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OBJECTIVE/KEY
INDICATOR(S)
ES3-1: User
friendly
government
information and
services
Percent
employees,
and
information
of users (residents,
etc.) satisfied
visitors,
with services
99%
99%
99%
ES3-2:
Timeliness
provision of
records
of
public
Percent
departmental
historical)
available
Tyler
of
upon
Web
Commissioner and
records (current and
electronically scanned
request or accessible
and
via
99°0
99%
99%
ES3-3:
of, and
records
owned
interests
Processing
access
of County-
mineral
to,
Percent
prepared
revenues
processing
of records
for auction,
which
which are accurately
or oil and gas
are received for
99%
990o
99%
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
RESOURCES
BUDGETED
CURRENT FY
FINAL
NEXT
FY
ACTUAL
LAST FY
REQUESTED
NEXT FY
Personnel Services
$ 748,440
$
745,743
$ 745,743
$ 762,441
Supplies
76,296
121,933
104,893
104,893
Purchased
Services
57,784
82,747
84,277
84,277
Fixed
Charges
30
1,500
1,500
1,500
Capital
8,500
0
0
0
Gross County Cost
$ 891,050
$ 951,923
$ 936,413
$ 953,111
Revenue
7,895,910
7,700,000
8,100,000
8,100,000
Net County
Cost
$ 7,004,860
$ -6,748,077
$ -7,163,587
$ -7,146,889
Budgeted
Positions
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
SUMMARY OF CHANGES: Supplies are down $17,040 with a reduction in office supplies of
$10,000, and $10,000 in computer attachments with an offsetting increase of $2,960 in software
maintenance. Purchased Services are up $1,530 with an increase of $70 for memberships, and
$1,460 for travel.
Final budget adjustments include an increase in salaries of $16,698.
Revenues are anticipated to be up $400,000 based upon growth in vehicle registrations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
146
CLERK AND RECORDER
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Out
• uis
Number
of documents
recorded
92,650 95,162 101,030
Number
of copies produced
133,227 186,714 232,284
Number
of marriage
licenses issued 1,792
1,800
2,080
Efficiency Measures
FTE's
per 10,000/capita
— Recording
0.328 0.317
0.307
Per
capita
contribution
$2.93 $3.02
$2.93
Number
of documents
recorded
per
13,595
14,433
FTE 11,581
CLERK AND RECORDER
(CONTINUED)
1000-11100
Goal
electronic
highly
duties
times.
ESQ:
-trained
charged
Ensure
professionals
to
statutory
are met.
the office.
requirements
To
who
Ensure
be
have
accountable
that
the
the
responsibility
and
citizens
regulations
and
governing
responsible
for
receive
the
professional,
administration
to
the
the public's
timely
recording,
needs.
of the
and
indexing,
quality
Maintain
recording
service
imaging
a
office
staff
at
and
and
all
of
all
archiving
PRELIMINARY
DESIRED
OUTCOMES*
PEI
F(
JECTIVE
ANCE
EY
ACTUAL
ESTIMATED
PROJECTED
O
PERFORMANCE
INDICATOR(S)*
Educate customers
the
the
Press
public
use
understandable
release,
office.
the
public
that
system
call
Educate
needs.
working
or
to
website.
come
on
best
Clear
with
into
how to
serve
and
Public
Campaign
Education
Ongoing
Ongoing
Provide access for
Maintain
quality
Ongoing
Ongoing
copies
Assist
online
continue
process
with
vendor
with
to
the
improve
upkeep
system
the
vendor.
the
of
and
the
work
and
copies
availability
for
accurate
of
Work
\ ith
County
Ongoing
Ongoing
Receive
Upkeep
the
recording system
IT and
Vendor
for
documents
for
with
the
latest
updates,
train
updates
and
recording and
electronic
employees
vendor
on ways to
system more
use
the
training.
recording
effectively.
Accept
e -
Acutely
and
accept,
verify documents.
record,
index,
recordings,
and
documents
record.
documents
with
error
documents
three
indexing.
in
office
mail,
and
Index
a day
percent
Verify
within
after
150
Ongoing
Ongoing
Zero
ratios.
days
Issue Marriage and
Acutely process marriage and
Following
state
Civil Union
Licenses
civil
along
state
application
union
with
statute.
applications,
licenses.
Develop
tool.
Follow
online
statute
out
working
to develop
online
for
fill
application.
application.
people
out
application
for
license
filling
with
to
an
pre-
IT
Ongoing
Ongoing
Military
Follow
state
statute
on
Discharges
recording and providing
Maintain
copies
confidentiality
Ongoing
Ongoing
148
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general
elections every two years, conducts voter registration, maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues certificates
of registration for proof of age and citizenship for international travel, services municipal clerks,
school districts, special districts, and conducts special elections each November in the off year.
RESOURCES
ACTUAL
NEXT
FINAL
FY
BUDGETED
REQUESTED
LAST FY
NEXT FY
CURRENT
FY
Personnel
Services
$
430,789
$ 810,777
$ 549,667
$
554,464
Supplies
219,515
605,840
389,500
389,500
Purchased
Services
97,364
275,312
228,198
228,198
Fixed
Charges
1,495
8,100
9,600
9,600
Capital
510,771
0
0
0
Gross County
Cost
$ 1,259,934
$ 1,700,029
$ 1,176,965
$ 1,181,762
Revenue
134,334
400,000
350,000
350,000
Net
County Cost
$ 1,125,600
$ 1,300,029
$ 826,965
$ 831,762
Budgeted
Positions
5
5
5
5
SUMMARY OF CHANGES: Decrease in Elections is due to only one scheduled election in 2019.
The department is requesting proximity card access for Elections office in the Chase building.
Final budget adjustments include an increase in salaries of $4,797.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
149
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work
Outputs
Number
Revenue
Efficiency
of
generated
voter
Measures
transactions
from
elections
378,487 364,452 382,675
$$00,000 $400,000 $350,000
FTES
per 1O1000/capita
0.164
0.159
0A
53
Transactions
Per capita
cost
per
(county
FIE
support)
$3.70
75,697
$4.12
72,890
$2.55
76,535
time
staff
Goal
Polling
charged
of
of
ES6:
Centers
the
highly
to the
Ensure
election.
-trained
office.
or
that
Provisional
every
Provide
professionals
eligible voter is given
voting. Register all
a Voter Service and
who have the
the
voters
Polling
responsibility
opportunity
that
Center
to
have a
that
for the
vote either through
desire to vote and allow
is organized, safe and
administration of the
Mail Ballots, Voter Service
them to cast a ballot
free of influence.
election office and
and
at the
Maintain a
all duties
DESIRED
OUTCOMES*
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE IN
D ICAT OR(S)*
Educated
Voters
Press
student
election
clear
releases,
and
council
office.
understandable
meetings,
elections,
Availability
high school
tours of
to public,
website.
the
Voter
Education
Campaign
Ongoing
Ongoing
Opportunities for
Maintain
and recruit Voter Service and
Assessable
Even years
-
Ongoing
every eligible
Polling
Centers, Drop-off locations
and
locations,
high
June,
October
registered
voter
to
24 -hour drop
boxes locations
throughout
public
traffic
and
November
conveniently cast a
vote
Weld
County
during election
time.
areas
Odd
October/Nov.
years
-
Votes counted
and
Maintain
voting equipment and retain
Returning
Ongoing
Ongoing
reported
and
manner
in
a timely
accurately
trained
election
judges.
judges, testing
accuracy of
equipment
Integrity
of voter
Knowledgeable
staff
on all data
entry
Ongoing
Ongoing
records
Integrity
maintained
of
ballot
processes and
low
error ratio
Training and
reports
State
two
within
years
of
security
Clear procedures
following state
law
Completion
State
of
permanent
employment.
Thorough
certification
National
Two
to
Seven
knowledge
of
State
and
National
certification
and National
within
seven
years after
Election
Law
certification
years
permanent
emp
of
loyment
permanent
employment
150
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300
DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax,
sales tax, and files chattel mortgages on motor vehicles, processes title applications, maintains
files on all titles and license plates issued in Weld County, and provides law enforcement agencies
with vehicle registration information.
RESOURCES
BUDGETED
NEXT
FINAL
FY
ACTUAL
REQUESTED
LAST FY
NEXT FY
CURRENT
FY
Personnel
Services
$ 2,604,459
$ 2,645,748
$ 2,767,835
$ 2,971,520
Supplies
18,501
29,834
39,450
39,450
Purchased
Services
223,974
260,709
285,106
285,106
Fixed
Charges
216
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,847,150
$ 2,936,291
$ 3,092,391
$ 3,296,076
Revenue
0
0
0
0
Net
County Cost
$ 2,847,150
$ 2,936,291
$ 3,092,391
$ 3,296,076
Budgeted
Positions
41 Full-time
2 Part-time
41 Full-time
2 Part-time
43 Full-time
2 Part-time
43 Full-time
2 Part-time
SUMMARY OF CHANGES: Personnel Services have increased $122,087 for two additional
Office Tech III positions due to the growth in activity.
Supplies are up $9,616 due to increase in Office Supplies ($3,600), Computer Software and
Attachments ($1,899) and Software Maintenance ($4,117). Purchased Services are up $24,397
with the increase in Postage of $23,771 due to continued growth in Weld County. There is an
increase in Repair and Maintenance of $4,160 for secure shredding, with the implementation of
a new Motor Vehicle system,the department is now responsible for the secured destruction of all
Motor Vehicle documents that come across the counter. The department increased Training by
$5,000 to send Motor Vehicle managers to continued Professional/Leadership Coaching.
Final budget adjustments include an increase in salaries $90,202.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. An analysis of
workload like the one done last year appears to justify the increase in positions.
BOARD ACTION: The Board approved the two additional positions on September 18, 2018 to
start immediately. On October 23, 2018 the Board approved four temporary Office Tech III
positions ($53,483) to start immediately through March 31, 2019, when the need to retain them
will be revaluated. On November 19, 2018, the Board approved $60,000 was approved for
overtime/contract staffing for March -September. All other items approved as recommended.
151
MOTOR VEHICLE
(CONTINUED)
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
hut.
uts
Number
of
titles/registrations
issued
700,435
730,355 766,800
FORT
LUPTON
marriage
BRANCH OFFICE:
licenses issued
Number
of 181
201 220
DEL
CAMINO
marriage
BRANCH
licenses
OFFICE
issued
Number
of
217
260 280
Efficiency
Measures
FTE'S
per 10, 000/capita
—
D MV
1.41
1.36 1.38
Per capita
cost
$9.38
$9.31 $10.12
Number
of
titles/registrations
issued
per FTE
16,677
16,985
17,040
Goal ES7: To ensure every motor vehicle is properly
titled
and registered
according to current
Colorado
laws.
staff
office
To
of highly
and
be accountable
-trained
all duties
charged
professionals
and
to
responsible
who
the office.
to the public's
have the responsibility
Ensure that
needs within
the citizens
for
the
receive
the guidelines
administration
professional,
of
the
timely
of the
law.
Maintain
motor
and
vehicle
quality
a
service at
all times
PRELIMINARY
PEIO
'
ANCE
DESIRED
OUTCOMES
OBJECTIVE/IKEY
PERFORMANCE
ESTIMATED
PROJECTED
ACTUAL
INDICATOR(S)
ES7-1:
documents
titling
registering
Receive
and
for
100%
indexing
Customer
accuracy
and
satisfaction
with
verification
99%
0 complaints
99%
0 complaints
99%
0 complaints
ES7-2:
customers
dealers,
clerks,
Educate
(public,
banks,
etc.)
title
Press
Website
Posting
releases
updates
of educational
signs
4
4
15
4
4
15
'?'0
36
15
152
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds in banks in the county,
and invests reserve funds as allowed by statute and approved by the Board of Commissioners.
RESOURCES
ACTUAL
LAST
BUDGETED
CURRENT
REQUESTED
NEXT
FY
NEXT
FINAL
FY
FY
FY
Personnel
Services
$
754,593
$ 805,063
$ 805,063
$ 863,999
Supplies
123,467
115,383
115,883
115,883
Purchased
Services
150,568
173,548
193,048
193,048
Fixed Charges
144
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,028,772
$ 1,093,994
$ 1,113,994
$ 1,172,930
Revenue
4,494,094
4,819,800
4,816,000
4,816,000
Net
County Cost
$ -3,465,322
$ 3,725,806
$ -3,702,006
$ -3,643,070
Budgeted
Positions
10
10
10
10
SUMMARY OF CHANGES: Staffing has been adjusted by converting one position into a
seasonal position. Department was carrying an addition 0.75 FTE due to an employee on long
term FMLA.
Professional services are up $20,000 to purchase a self-service module in the Tyler software for
tax sale investors. Supplies are up $500 for small items of equipment with an offsetting $500
reduction in repair and maintenance of equipment.
Final budget adjustments include an increase in salaries of $58,936.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
153
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
Work Out•uts
ACTUAL
ESTIMATED
PROJECTED
$642
M
$255M
0.328
$3.38
$688 M $712
$336M $336M
0.317 0.307
$3.47 $3.60
M
Investments
Property
Efficiency
Measures
Collected
Tax
FTE's
per
10,000/capita
expenditure
Per capita
Goal ES8: To provide County
treasury
and
tax collection
services in the
most accurate,
efficient
and cost-
effective
manner possible.
DESIRED
DESIRED
DESIRED
DESIRED OUTCOMESDESIRED
OUTCOMES
OUTCOMES
OUTCOMES
OUTCOMES
ES8-1:
and
County
collection
cost-efficient
Effective
tax
Cost
per
tax bill
$5.42
18,400
S5.91
20,100
$5.59
21,000
Number
of tax bills
per FTE
Return on investments
1.04%
1.60%
2.50%
ES8-2:
Investments that
are
deliver
safe,
the
liquid
best
and
— in
yield
that
possible
order
154
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100
DEPARTMENT DESCRIPTION: The Assessor's Office discovers and lists all real and personal
property in Weld County; maintains accurate public records, including ownership history, parcel
values and parcel maps; completes appraisals of all real and personal property using statutory
mandates and mass appraisal techniques; completes statutory reports and certifications for Weld
County taxing authorities for use in the property tax system; and completes and delivers an
accurate tax warrant to the Treasurer for collection of property taxes.
RESOURCES
FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT
NEXT
FINAL
FY
ACTUAL
LAST
FY
Personnel Services
$
2,789,463
$ 3,036,446
$ 3,191,659
$ 3,209,234
Supplies
190,944
198,037
213,201
213,201
Purchased
Services
170,671
188,600
204,600
204,600
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
3,151,078
$ 3,423,083
$ 3,609,460
$ 3,627,035
Revenue
97,271
50,500
50,500
50,500
Net
County
Cost
$ 3,053,807
$ 3,372,583
$ 3,558,960
$ 3,576,535
Budgeted
Positions
35.0
35.0
37.0
37.0
SUMMARY OF CHANGES: Personnel Services are up $155,213 for one residential appraiser
and one commercial appraiser due to growth in the county, and increased complications for
commercial properties.
Supplies are up $15,164 due to increases in software maintenance. Purchased Services are up
$16,000. Membership costs are up $3,000, postage for NOV's are up $7,500, subscription for
CoStar increased $3,000, and training is up $5,000.
The Assessor has requested IT projects for a mobile field solution, a Realware enhancement for
mass filing leasing accounts, and an online service for finding sales comparables.
Final budget adjustments include an increase in salaries of $76,511.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the two
additional positions due to growth and workload requirements. IT projects are also recommended
to enhance the capabilities and efficiencies of the department.
BOARD ACTION: Approved as recommended, including the two additional positions. On
September 18, 2018 the Board allowed the Residential Appraiser to be hired immediately.
155
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
vv-Out.uis
ACTUAL
PROJECTED
ESTIMATED
Number
property
of
and
parcels
SA),
(including personal 221,000
223,000
181,000
Calls
Answered 27,000 26,000
25,000
Telephone
Number
of administrative
updates
to database
148,000
150,000
152,000
Number
of walk-ins
requesting assistance 5,000 4,000
4,000
Number
of Property Inspections
9,000 10,000
11,000
Sales
Verification
12,000
12,500
12,500
Efficiency Measures
FTE's
per 10, 000fcapita
1.15
1.12
1.14
Per capita cost
(county
support)
$10.03 $10.70
$10.98
Cost per parcel
$13.82
$15.12
$19.76
Parcels Per FTE
6,225 6,281
4,891
Effectiveness Measures (desired results)
Deed
Processing
(days)
5 5
5
Time
Requests
for Information per
901
845
783
FTE
Percent
of
Properties
Site
Reviewed
5% 5%
5%
Assessment
market
Levels
value
compared
to
100%
100%
100%
156
ASSESSOR
(CONTINUED)
1000-13100
Goal
authorities.
E 9: Correctly
discover, list,
value,
and defend
values
for property
taxes
for Weld County taxing
PRELIMINARY
PERFORMANCE
ADJUST
PROJECTED
DESIRED
OUTCOMES
OBJECTIVE/KEY
ESTIMATED
PERFORMANCE INDICATOR(S)
ES9-1: Effective
County property
valuation
Complete submission of
the
tax warrant
100%
100%
100%
by the January
Compliance with
10th statutory
all statutory
date
deadlines
and requirements
Successful
audit
report on the
for Assessors
annual
study
ES9-2:
friendly
government
sharing
assessment
property
User
e-
for
data
and
Percent
electronic/technology
and
Percent
programs
access
information
of
of
available
users
operations,
satisfied with
access
services
through
website
to services
and
100%
100%
100%
157
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five -member,
unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council
are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners,
reviewing county government and making periodic reports to the citizens, and authorizing an
increased levy in ad valorem taxes if requested by the County Commissioners.
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
FINAL
ACTUAL
LAST FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 16,787
$ 21,023
$ 21,023
$
21,917
Supplies
105
300
300
300
Purchased
Services
49,863
29,900
29,900
29,900
Fixed
Charges
64
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 66,819
$ 51,223
$ 51,223
$ 52,117
Revenue
0
0
0
0
Net
County Cost
$
66,819
$ 51,223
$ 51,223
$ 52,117
Budgeted
Positions
1
PT
1 PT
1
PT
1
PT
SUMMARY OF CHANGES: No change, except final budget adjustments include an increase in
salaries of $894.
The County Council at their July 16, 2018 meeting requested $7,000 for a whistleblower software
system .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the $51,223. The
three options for the Board are a policy issue:
• Add an additional $7,000 to the County Council's 2019 budget for a whistleblower software
system
• In Professional Services there is $25,000 for audits, so the $7,000 could come from this
account.
• Do not approve the County Council's request to acquire a whistleblower software system,
since the Board has been working on implementing a system under the County
Commissioners for all departments and offices.
BOARD ACTION: On September 18, 2018 the County Council requested an additional $60,000.
$20,000 was requested to hire a part time attorney, and $40,000 more for performance audits.
The Board declined both new requests only funding the $25,000 for audits, which is the same as
2018. The board did not fund the whistleblower software since the whistleblower program will be
under the Board of County Commissioners.
158
SEVEN YEAR TREND
District Attorney
2013 2014 2015 2016 2017 2018 2019
SEVEN YEAR TREND
District Attorney Local Cost
7
5
U)
z
O
2
2013 2014
2015 2016 2017 2018 2019
160
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation
and complaint of law enforcement agencies, answers all criminal complaints of the people;
handles such civil matters as juvenile actions and non-support actions; serves as attorney for all
county officers, except the County Commissioners; handles consumer fraud and welfare fraud
complaints.
RESOURCES
FY
BUDGETED
CURRENT
REQUESTED
NEXT
FY
NEXT
FINAL.
FY
ACTUAL
LAST
FY
Personnel
Services
$ 5,338,366
$ 6,046,541
$ 6,089,656
$ 6,113,319
Supplies
44,109
50,756
48,253
48,253
Purchased
Services
203,403
240,262
235,241
235,241
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 5,585,878
$ 6,337,559
$ 6,373,150
$ 6,396,813
Revenue
169,997
184,024
184,960
184,960
Net
County Cost
$ 5,415,881
$ 6,153,535
$ 6,188,190
$ 6,211,853
Budgeted
Positions
55.00
59.00
59.00
59.00
SUMMARY OF CHANGES: Personnel Services are up $43,115 due to the request to increase
the paygrade of four chief deputy district attorney positions and the Assistant District Attorney.
Supplies are down $2,503 due to software maintenance being reduced. Purchased Services are
down $5,021 due to printing ($3,000), memberships ($3,000), and repair and maintenance
($2,Q00) offset by increases in vehicle costs ($679), books ($5Q0), and contract payment ($1,800).
Revenues are up $936 for the reimbursement of the District Attorney's salary and benefit costs.
Final budget adjustments include an increase in salaries of $23,663.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the pay
adjustments for the four chief deputy district attorney positions by 5%, and the Assistant District
Attorney by 10% based upon a salary survey among large counties.
BOARD ACTION: Approved as recommended, including the pay adjustments chief deputy
district attorney positions, and the Assistant District Attorney.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document
161
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce
the juvenile caseloads for the Courts and Probation. Counseling component provides
supervision, counseling, an apology letter to victim, restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST
FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 114,946
$ 111,456
$ 129,245
$
129,245
Supplies
489
400
200
200
Purchased
Services
5,530
1,700
1700
1700
Gross County Cost
$ 120,865
$ 113,556
$ 131,145
$ 131,145
Revenue
110,157
95,359
99,.359
99,359
Net
County Cost
$ 10,808
$ 18,197
$ 31,786
$ 31,786
Budgeted
Positions
1.5
1.5
1.5
1.5
SUMMARY OF CHANGES: Personnel Services are up $17,789. Because of grant funding in the
Juvenile Diversion and Restorative Justice budgets 2019 salary and benefit adjustments are also
included in the Personnel Services amount.
In order to accurately reflect the work that is occurring, $18,341 of the Diversion Directors salary
will be funded through Adult Diversion Services budget unit 1000-24150. Funding a portion of
the Diversion Director salary through Adult Diversion Services allows the Director to be more
responsive to the needs of the community and more accurately account for where time is spent
on a program basis. A portion of the position formerly funded by Juvenile Restoration ($29,563)
will also be funded in this budget unit to more accurately account for where time is spent on a
program basis. Net change in FTE is zero among the three budget units, the only change is the
allocation of salary and benefit costs.
Revenues are up $4,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the new
allocation of staff funding between the District Attorney diversion budget units.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
162
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Restorative Justice 1000-15250
DEPARTMENT DESCRIPTION: Comply with House Bill 13-1254 to provide diversion from the
criminal court system, case management, and Restorative Justice referral and services, in
collaboration with community partner and contracted provider, Youth and Family Connections.
Served juveniles would otherwise be prosecuted by the Courts.
RESOURCES
REQUESTED
NEXT
FINAL
FY
ACTUAL
BUDGETED
LAST
FY
CURRENT
FY
NEXT
FY
Personnel Services
$ 44,592
$ 52,401
$ 22,838
$ 22,838
Supplies
18
0
50
50
Purchased
Services
148,821
90,341
97,016
97,016
Gross County Cost
$ 193,431
$ 142,742
$ 119,904
$ 119,904
Revenue
174,375
142,742
119,904
119,904
Net
County
Cost
$ 19,056
$ 0
$ 0
$ 0
Budgeted
Positions
.5
.5
.25
.25
SUMMARY OF CHANGES: In order to accurately reflect the work that is occurring the equivalent
of 0.25 FTE ($29,563) formerly funded in this budget unit will be funded through Juvenile Diversion
Services. The change in funding will more accurately account for where time is spent on a
program basis.
Purchased Services is up $6,675 for contracted services provided by Youth and Family
Connection.
The program is 100% funded by state funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the new
allocation of staff funding between the District Attorney diversion budget units.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
163
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for victims
of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime
Victim Compensation and the Victims' Rights Amendment. The VW Program provides services
to all victims/witnesses involved in cases being prosecuted through the DA Office. Crime Victim
Compensation provides services to any crime victim who has filed a police report.
RESOURCES
REQUESTED
FINAL
NEXT
FY
ACTUAL
LAST
FY
BUDGETED
CURRENT
FY
NEXT FY
Personnel
Services
$ 967,211
$ 884,435
$ 884,435
$ 942,390
Supplies
372
700
550
550
Purchased
Services
23,998
28,442
28,130
28,130
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Cross County
Cost
$ 991,581
$ 913,577
$ 913,115
$ 971,070
Revenue
461,672
373,773
392,638
392,638
Net
County Cost
$ 529,909
$ 539,804
$ 520,477
$ 578,432
Budgeted
Positions
11.0
12.375
12.500
12.500
SUMMARY OF CHANGES: Net county costs are down $18,865.
Supplies are down $150 for office supplies. Purchased Services are down $312 primarily in
postage ($362), and phones ($2,525) with offsetting increases in printing ($200), memberships
($75) and travel ($2,300).
Revenue for the program comes from the following grants: VALE ($136,182); VOCA/VAWA
($104,822); Administrative funds from VALE ($95,754), and COMP ($51,880). VALE
Scholarships for COVA and COMP/VALE Conferences ($4,000). Total revenue is $392,638 up
$18,865.
Final budget adjustments include an increase in salaries of $16,733.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended, including moving the Victim Compensation
Assistant position to be full time at grade 20 ($41,222).
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
164
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration - 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
RESOURCES
BUDGETED
CURRENT
FY
FINAL
NEXT
FY
ACTUAL
LAST FY
REQUESTED
NEXT FY
Personnel Services
$
350,236
$ 376,796
$ 512,867
$ 525,686
Supplies
42
1,000
1,000
1,000
Purchased
Services
4,971
6,510
9,300
9,300
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 355,249
$ 384,306
$ 523,167
$ 535,986
Revenue
0
0
0
0
Net
County
Cost
$ 355,249
$ 384,306
$ 523,167
$ 535,986
Budgeted
Positions
1.00
1.00
2.00
2.00
SUMMARY OF CHANGES: In accordance with the department's succession plan approved by
the Board in May 2017, a Budget Manager position is being created in 2019 to allow the person
to work with the current Director of Finance and Administration 2-4 years prior to retirement. The
position would be at grade 55 and cost $136,071.
With the addition of the Budget Manager membership and dues will increase $500, phones $800,
and travel $1,000 for conferences and training of the new position. Printing is up $490.
Final budget adjustments include an increase in salaries of $12,819.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
165
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures
Budgeted fund balance vs. actual variance
Efficiency Measures
FTES per 10,000/capita
Per capita cost (county support)
6.11%
2.46%
0.034
$1.17
3.0% 3.00%
3.00% 3.00%
0.033 0.061
$1.22
$1.65
Goal ES10: Ensure the
financial viability
of the County through
sound financial management
practices.
PRELIMINARY PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
DESIRED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ES10-1:
asset
and
investment
strategies
financial
Sound
management
Number
Return
of
on
audit
investments
exceptions
0
1.25%
1.50%
0
0
2.50%
ES 10-2
necessary
resources
current
operating
capital
(priority
: Plan
to
and
and
needs
outcome)
meet
future
Percent
of cash reserves
46%
35%
30%
Goal
ES11:
l:
Deliver
on
promises
and be accountable
for performance.
DESIRED
PRELIMINARY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ES 11-1:
Alignment of
Percent of strategic
appropriate
Community
County services
plan
performance
satisfaction
for tax dollars
outcomes with
indicators
with value of
paid
100%
95%
100%
95%
100%
95%
services
with
needs
provided
community's
and
desires
166
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general
accounting functions and must maintain and produce accurate records for various departments'
use to allow proper budgetary control. Maintains records for grants in the County, and assists in
the annual audit by an independent auditor. Issues County warrants and provides budgetary
control by processing supplemental appropriations, etcetera.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 747,731
$ 832,513
$ 832,513
$ 951,433
Supplies
99.448
118,800
122,800
122,800
Purchased
Services
58,254
39,800
43,500
43,500
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 905,433
$ 991,113
$ 998,813
$ 1,117,733
Revenue
0
0
0
0
Net
County
Cost
$ 905,433
$ 991,113
$ 998,813
$ 1,117,733
Budgeted
Positions
6.0
7.0
7.0
8.0
SUMMARY OF CHANGES: Supplies are up $4,000 for software. Purchased Services are up
$3,700 with $1,000 for publications and subscriptions, and $2,700 for legal notices to publish
salaries and warrants. No other changes.
Final budget adjustments include an increase in salaries of $18,268.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: At a work session on September 26, 2018, the Board approved an additional
Accountant I position ($92,216), and reclassification of three payroll and accounting positions
($8,436) for a total of $100,652) effective immediately. All other items approved as recommended.
167
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outs
uts
Number of Account
Payable warrants
issued 15,356
15,5O0
15,5O0
Average number
of employees
paid
1,579
1,600
1,600
Number of employees trained
on General 300
300 300
Ledger
County federal
funds
$32.IM
$33.0M $33.0M
Total
Efficiency Measures
FTE's
per 10,000/capita
.230
.222 .246
Per capita
cost
(county
support)
$3.28
$3.17 $3.43
Account Payable
warrants
per week per 300
300 300
NP
FTE
Employees
paid
monthly
per
Payroll
1,6O0
1,600
FTE 1,579
Goal ES12: Ensure the
financial accounting
of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
PROJECTED
ESTIMATED
ES11-1:
Compliance
financial
generally
accounting
principles,
laws
accepted
etc.
with
and
Government
Association
Complete
submission
Financial
awards
by July
Officers
of
CAFR
to
Achieved
Achieved
Achieved
Achieved
Planned
Planned
agencies
required
1st
ES11-2:
Cohesive,
standardized
County
financial
and
processes
-wide
systems
Annual
issues
external
audit
has no major
Achieved
Achieved
Planned
168
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchaseswhether by formal bid,
telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Department
seeks approval from the Board of County Commissioners on all bids over $25,000.
RESOURCES
REQUESTED
NEXT
FINAL
FY
ACTUAL
BUDGETED
CURRENT
FY
LAST FY
NEXT FY
Personnel
Services
$ 222,078
309 ,191
309,191
316,809
Supplies
202
250
250
250
Purchased
Services
3,686
9,750
9,750
, 750
Fixed
Charges
101,834
0
0
0
Gross County
Cost
$ 327,800
319,191
319,191
326,809
Revenue
0
0
0
0
Net
County
Cost
$ 327,800
319,191
319,191
326,809
Budgeted
Positions
2.5
3.0
3.0
3.0
SUMMARY OF CHANGES: No change, except final budget adjustments include an increase in
salaries of $7,618.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
169
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
W=Outiuts
Number
Number
Efficiency
of
of
formal
Purchase
Measures
bids
Orders
presented
placed
to
BOCC 165
999
1,000
225
1,000
225
FTE'S
per 10,000/capita
.082 .095 .092
Per capita
cost
(county
support)
$1.08
$1.01
$1.00
No.
of
formal
bids/FTE
presented to
BOCC 56 47
0
Goal
County
-13:
tax
To
payers.
provide
the
effective procurement of quality
products
and services at
the best value to Weld
ES
DESIRED
OUTCOMES*
PRELIMINARY
INARY
OBJECTIVE/KEY
PERFORMANCE
i
ACTUAL
L
ESTIMATED
PROJECTED
PERFORMANCE
Il DICATOR(S)*
ES -13-1: To
Inclusion
of
as many vendors
as possible
On -going and
On -going and
On -going and
acquire goods
and services
at
on every
bidding
opportunity.
continual.
continual.
continual.
the best
possible
Evaluation
of current
practices
by
value.
attending
appropriate
training
and
review
1 seminar
Attendance
of
3
Attendance
at
of peer codes.
attended.
seminars.
1 seminar.
ES 13-2: Ensure
All
goods
and services acquired
via
all procurement
processes
requirements of the Weld County
Code.
100%
100%
100%
are
conducted in
Development of guidance
documents
and
accordance
with
other
tools
so that
Departments are
5 developed
All
developed
All developed
county,
and
rules.
state,
federal
confident
in their practices.
and updated.
documents
updated.
documents
updated.
Purchases
will
be audited
for compliance
On -going and
On -going and
On -going
and
with Weld County
Code.
continual.
continual,
continual.
170
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is
responsible for setting up employment policies, rules, job classification, and compensation. Full
scope employment efforts managed by Human Resources, with assistance given as needed,
especially in the areas of recruiting, hiring, discipline and terminations. Training of staff including
supervisors, managers and line employees play an important role in this department. The county's
risk management and wellness programs are also funded in this budget unit.
RESOURCES
ACTUAL
LAST
BUDGETED
CURRENT
REQUESTED
NEXT
NEXT
FINAL
FY
FY
FY
FY
Personnel
Services
$ 1,032,697
$ 992,613
$ 1,139,954
$ 1,486,890
Supplies
94,896
306,463
294,124
294,124
Purchased
Services
63,836
67,100
85,150
85,150
Fixed
Charges
206
0
0
0
Capital
9,500
0
0
0
Gross County
Cost
$
1,201,135
$ 1,366,176
$ 1,519,228
$ 1,866,164
Revenue
0
0
0
0
Net
County Cost
$ 1,201,135
$ 1,366,176
$
1,519,228
$ 1,866,164
Budgeted
Positions
10
10
12
15
SUMMARY OF CHANGES: Personnel Services are up $147,341 for the addition of a HR
Generalist ($91,593) and an Office Tech III ($55,748). The Office Tech III position was approved
by the Board mid -year. The HR Generalist is requested due the growing workforce in Weld
County, more effort required for recruitment because of the tight labor market, and growing
complications of such regulation compliance for FMLA, ADA, etc. Final budget adjustments
include an increase in salaries of $63,399.
Supplies are down $12,339 due to software maintenance costs. Purchased Services are up
$18,050. The major increase is $20,000 for advertising required to recruit in the tight labor market.
In addition, subscriptions are up $1,500, memberships $350, mileage $500, tuition $300, and
postage $1,600 with offsetting decreases in printing $1,000, phones $2,800, travel $2,400.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional HR
Generalist position is justified, especially to deal with increased recruitment efforts to fill critical
county positions in this tight labor market. One example is going from a monthly to weekly
application testing process for Correctional Officers to expedite the hiring process. In the 2019
budget, there are over 70 new positions being created.
171
HUMAN RESOURCES
(CONTINUED)
1000-16400
BOARD ACTION: Due to the growing workforce at a work session on September 26, 2018, the
Board approved the additional HR Generalist position originally included in the Recommended
Budget, plus a Recruiting Assistant, Wellness Coordinator, and HR Supervisor ($266,199), and
reclassification of three HR positions ($17,338) for a total of $283,537 effective immediately. All
other items approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED PROJECTED
Work
Out
. uts
Authorized
County
positions
(FTE'S) 1,505
1,550 1,700
Occupied
FTE'S
1,440
1,440
1,630
Employees
Terminated/Resigned/Retired
Employees
Hired
100
120
100
120
130
200
Turnover Rate
Efficiency Measures
10%
10%
10%
FTE'S
per 10,000/capita
.328 .317
.460
Per capita
cost
(county
support)
$3.94
$4.33 $5.73
Personnel
served
per FTE 151
155
113
I_
Goal ES14: Attract,
develop
and retain
an effective
diverse and dedicated
team of employees.
ACTUAL
ESTIMATED
PRELIMINARY
DESIRED
OUTCOMES
PERFORMANCE
OBJECTIVE/KEY
PROJECTED
PERFORMANCE
INDICATOR(S)
ES
Provide
departments
with
qualified
personnel
12-1:
best
Continue
Departments
and
provide
individuals
positions.
hiring
the
working
efforts
in
best
for
recruiting
qualified
their
with
to
open
our
Testing
interviews,
managers
getting
candidates
qualified
after
done
enough
not
Testing,
filtering,
recruiting
candidates
best
process.
interviewing
when
research
Continue
to
test
possible.
find
skills
Increase
recruiting
best
to streamline
candidates.
prior
candidates
Continue
ability
sources
to
to
to
172
HUMAN RESOURCES
(CONTINUED)
1000-16400
OUTCOMES
DESIRED
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
PRELIMINARY
ACTUAL
ESTIMATED
PROJECTED
INDICATOR(S)
ES12-2:
PeopleSoft
ePerformance
system
becomes
greater
for
Managers
employees
our
value
and
tool.
Enhance
for
Managers.
create
and
Continue
reporting
Managers
ePerformance
successful
our
data
employees
better
PeopleSoft
Continue
for all
to enhance
to Enable
to
management
evaluations
use
as
to
a
and
see.
to
use
to
Managers
basic info
ePerformance
look at
PAST
performance
put
in
throughout
The
make
employees,
use
monitor
better
discussions
basis.
to
successfully.
enhancements
PeopleSoft
ePerformance
tool
monitor
skills
Reporting
for
and
supervisors
the
had
year
year
managing
created
a much
as
to
round.
delivered
staff
a
employees
enable
and
management
better
performance
accountable
by
Evaluations
will
managers.
ability
the
tool
enable
upgrade
on
for
tool
an
to
level
ongoing
should
Managers
track and
become
and
managers
with
hold
more
ES12-3:
Workforce
skills
support
priorities
(leadership,
customer
service,
problem
solving,
County
Training
to
County
fiscal
-
etc)
Skills
in
initiate
training
is
Continue
development.
for
enable
be
and
Work
Departments
resources
employees
skills
everyday
Computer
or
skills
successful
working
other
our
leaders.
within
and
leadership
employees
them
needed
to
programs
training
to
abilities
basis.
support
all
to
with
to
as
our
and
offer
County
enhance
Develop
grow
programs
for
training
managers
outside
specific
Included
ACS
to
on
(Excel
needed),
staff
and
an
on
and
their
Development.
in process
Continue
Managers
Ongoing
skills
turnover.
and
Leadership
training
employee
at
all
satisfaction
Classes
levels
for
will
Supervisors
enhance
and
help
and
the
reduce
ES12-4:
Enhance
Wellness
Program
provide
savings
benefits
County
employees
to
cost
and
to
and
Continue
Wellness
partnering
providers
effective
of
County
to enhance
Program,
with
to
metrics
cost
our
and
savings.
proof
Development
in process
Goal
affecting
claims
Workers
is to continue
the
for both
Comp
individuals
Health
by
to
.75%
reduce
Insurance
the
thereby
annually.
health risks
affecting our
as well as
provide
173
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of
County Commissioners with research and recommendations regarding land use decisions in
relationship to the Weld County Comprehensive Plan, zoning, and the issuance of land use
entitlements. The department provides information, guidance, and assistance to Weld County
citizens and jurisdictions with land use decisions and community development activities.
RESOURCES
NEXT
FINAL
FY
ACTUAL LAST
FY
REQUESTED
BUDGETED
NEXT FY
CURRENT FY
Personnel
Services
$
1,501,266
$ 1,695,689
$ 1,866,073
$ 1,876,879
Supplies
6,246
17,500
17,500
17,500
Purchased
Services
571,742
536,485
721,822
721,822
Contra
Account
-174,027
-147,217
-165,226
-165,226
Gross County
Cost
$ 1,905,227
$ 2,102,457
$ 2,440,169
$ 2,450,975
Revenue
600,527
615,000
725,000
725,000
Net
County
Cost
$ 1,304,700
$ 1,487,457
$ 1,715,169
$ 1,725,975
Budgeted
Positions
16.00
17.00
19.00
19.00
SUMMARY OF CHANGES: Personnel Services are $170,384. The department requested the
following promotions be included in the 2019 budget:
• Planner Ito a Planner II (Grade 35 to Grade 43 at cost of $15,620)
• Planner II to a Planner III (Grade 43 to Grade 45 at cost of $4,899)
In addition, the department requested the reclassification of an Office Tech IV to Planning Tech
II. (Grade 21 to Grade 25 at a cost of $6,592) and the addition of an Office Tech III position
($55,754). These two requests were approved at a work session July 10, 2018, effective
immediately. At a work session on July 23, 2018, the Board approved an addition Planner
($87,520) effective immediately. Final budget adjustments include an increase in salaries of
$10,806.
Purchased Services are up $185,337 in postage ($1,000), printing ($500), and chargebacks from
Engineering ($191,987) with offsetting reductions in vehicle maintenance ($8,150),
Chargebacks to Building Inspection are up $18,009. Revenues are up $110,000 at $725,000 due
to increased activity in the department.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The two new
positions have previously been approved by the Board and the promotions are justified based on
the professional growth and performance of the incumbents. Increase for chargebacks from
Engineering are justified based on the additional positions in Engineering handling development
related workload.
BOARD ACTION: Approved as recommended.
174
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
(2017) (2018) (2019)
Current Planning Work Outputs
Number of total applications submitted
Number of administrative land use cases
(ZP's, SPR's, R's, etc.)
Number of Geo Hazard Permits
Number of FHDP and FP (Flood Hazard Dev. 85
Permits)
WOGLA (Oil and Gas Location Assessments)
LAP (Location Assessment for Pipelines)
783
400
2
115
0
890
450
4
90
140
30
950
500
4
95
160
100
Long Range Planning Work Outputs
Special Projects 1 1 3
Walk i n's 1,315 1,700 1,800
Pre -Application Meetings 282 385 400
Code Revisions 6 9 5
Comp Plan Amendments 1 2 1
Technical Support Work Outputs
Total Public Hearings (PC and BOCC) 175 200 200
Case Clean Up (RE, SE, USR, Subdivisions) 20 20 20
Town/County Staff Outreach Meetings 2 2 2
Compliance Planning Work Outputs
Number of Complaints 245 300 300
Number of violations opened 385 290 300
Number of violations closed 290 330 275
Average number of County Court hearings 12 12 12
(Vouchers) 2 2 2
Efficiency Measures
FTE's per 10,000/capita .558 .539 .583
Per capita cost (county support) $4.28 $4.72 $5.30
175
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal
County
CED1:
departments,
Increase effectiveness
and
the
by maintaining
County Planning
regular
Commission.
communication with
the
public,
outside agencies,
DESIRED
OUTCOMES
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
PERFORMANCE
INDICATORS)
ACTUAL
ESTIMATED
PROJECTED
CED 1-1:
community
use
Improved
Revise website as needed
monthly
Implementation of Citizen
module in Accela.
but no less than
Access
100%
50%
100%
85%
100%
100%
access
trend
and
to land
information
services
Implement
EDR (Electronic
Document
25%
50%
75%
Review)
CED
survey
feedback
customers
land
1-2:
use
Prepare
to gain
from
on
process
a
the
that
A
with
Subdivision,
survey
service
survey
completed
the
is
and
County,
will
to
to
etc.
gain
be
an
provide
sent
e.g.
The
feedback
entitlement
out
RE,
purpose
suggestions.
to
SE,
about
all
customers
process
SPR,
of
the
level
USR,
of
50%
75%
100%
CED1-
relationships
municipal
departments
3 :
Strong
planning
with
and
Staff
with
Attend
attendance
Municipal
one
of monthly
planning
Annual Summit
staff.
with
meetings
12
8
4
excellent
knowledge
current
issues
of
regional
municipal staff and conduct
as precursor to Comp Plan
2020
Amendment
Forum
1
2
2
CED1-4:
informed
prepared
and
Planning
A well-
Minimum
training
of six
sessions
Manning
Commission
6
4
4
Commission
A well-informed
and prepared
of Adjustment
Board
throughout
Minimum
of one BOA
year
training sessions
1
1
1
CEDI-5: Adequate
decision making
tools for BOCC
Update
Commissioner
Ordinance
direction
and
Policies per
100%
100%
100%
100% of special projects
requested
by the
Board are completed
100%
100%
100%
176
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal
promote
CED2:
economical
Plan
for the long
invest
-ter
u cnts.
u
development
and
legacy of the
County
to
ensure efficiency of services to
DESIRED
OUTCOMES
PRELIMINARY
OBJECTIVE/KEY
PE
'
ORMANCE
PERFORM1AN
INDICATOR(S)
CE
ACTUAL
PROJECTED
ESTIMATED
CED2-1:
Regional
Urbanization
Plans
Updated
Area
Completion
amendments
of
related
any
Comprehensive
to
Plan
RUA's
0
0
CED-2:
staff
Hwy
to
Provide
support
85 Coalition
the
Staff
meetings.
Progress
Plan
attendance
at
towards
Hwy 85
a Hwy 85
Coalition
Regional
12
50%
4
50%
2
50%
Coal
CED3:
Provide consistency,
quality,
and thoughtful
land use and transportation
planning.
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ESTIMATED
PROJECTED
ACTUAL
is
CED3-1:
infill
located
public
available
development,
where
infrastructure
Increased
Support
to occur
agreement
boundaries
new
within
area
non -agrarian
intergovernmental
and
development
urban growth
nia
n/a
1
CED3-2:
to develop
evolve
process
minimizes
land
which
Continue
and
use
Revision of wCC
and applicant
County's process
processes in other
in response
feedback
versus
jurisdictions
concerning
land
to
use
research
Weld
100%
100%
100°0
burdensome
restrictions
Goal
CED4:
Develo
and maintain incentives
for small business development
.
ACTUAL
PROJECTED
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ESTIMATED
PERFORMANCE INDICATOR(S)
CED4-1:
Promote small
business
development
County
in
the
Approval
plans by
Commissioners
and
the
Authorization
Board
of
County
of SBIP
1
1
2
177
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED5:
Minimize
government
by implementing
common sense approaches
to solving
problems
and
adapting
to
changes.
DESIRED
PRELIMINARY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
CED5-1:
Continually
County
ensure
the county's
philosophy
ideology
codes
they
review
meet
and
to
Routinely
applicability
consistent
policies
through
and
code
reviewing
with
and
ideology.
the
changes.
code
ensuring
County's
Accomplished
to
that
determine
vision,
the
code is
2
4
6
Goal
and
CEDE:
barriers
to
Work
entry.
with,
not
against,
the
flowing tide
of
free markets
whereby
reducing or eliminating
red tape
DESIRED
PRELIMINARY
PERFORMANCE
ACTUAL
EST1MATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
CEDE -1: Promote
and sustain a
business friendly
culture
Meet
economic
outreach
programs
with
development
and
that
business
education
the County
leaders,
owners and
groups. Provide
on the various
offers. Promote
100%
100%
100%
economic development.
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Buildings and Grounds maintains all county buildings and
grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn
and grounds care, furniture moves, snow removal, etc. This Department performs cleaning tasks
in the Courthouse, Centennial Complex, Human Services Buildings, South County Services
Building, Public Works Headquarters, North County Jail, Health Building, Training Center,
Southwest Weld Administration Building, Public Safety Administration Building, Alternative
Programs Building, Community Corrections Building, Regional Crime Lab, and Weld Business
Park Administrative Buildings.
RESOURCES
BUDGETED
CURRENT
FY
FINAL
NEXT
FY
ACTUAL
LAST FY
REQUESTED
NEXT FY
Personnel Services
$
2,165,798
$ 2,512,518
$ 2,582,191
$ 2,690,647
Supplies
840,263
749,824
855,098
855,098
Purchased
Services
3,469,587
3,674,750
3,729,900
3,729,900
Fixed Charges
13,929
22,000
22,000
22,000
Contra
Account
-249,846
-275,000
-300,000
-300,000
Capital
0
0
0
0
Gross County Cost
$ 6,239,731
$ 6,684,092
$ 6,889,189
$ 6,997,645
Revenue
0
0
0
0
Net
County Cost
$ 6,239,731
$ 6,684,092
$ 6,889,189
$ 6,997,645
Budgeted
Positions
25
29.5
30.5
30.5
SUMMARY OF CHANGES: Requested budget is up $192,823 or 2.88%. Personnel Services
are up $69,673 for a Carpenter Tech to help keep pace with the user requests in this area.
Supplies are up $105,274 primarily for janitorial supplies and services ($65,000), software
($15,274), and small items of equipment ($25,000) with offsetting savings in other accounts.
Purchased Services are up $55,150 because of utilities ($45,000), phones ($5,000), and training
($5,000). Phones are up for 'Phones for field staff. Line items in both categories have been
adjusted to reflect historical expenditure patterns. Fixed costs are the same for equipment rental
costs. Contra account is up $25,000 for charge back amounts to departments for grant recovery
purposes. Final budget adjustments include an increase in salaries of $108,456.
In Fleet Services the department will be requesting four vehicles with three being replacements
and two are new for staff added the last two years. Also, 21 iPads, and the "Mobile TMA-Go„
application is being requested through IT. For staff efficiency all the vehicles and IT requests are
recommended and funded.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. New position is
both necessary and cost effective. At an average cost of $4.66 per square foot, the department
is very good by industrial standards. Most entities are in the $7.O0 to $10.00 per square foot range
for building and grounds maintenance.
179
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Number
of
square
feet
maintained
1,502,071 1,502,071
1,502,071
Number
of
preventative
maintenance
work orders
(PMs)
990 990
990
Number
of
tracked
repair
work
orders
12,047
12,100
12,100
Efficiency
Measures
FTE'S per 10,000/capita
0.820 0.904
9.935
Per capita
cost
(county
support)
$20.49
$21.20
$21.48
Cost
per square
foot
$4.15
$4.45
$4.66
Goal E 17: Plan, construct,
and
it
aintain well -designed County facilities in time to meet the
needs of
Weld County.
DESIRED
PRELIMINARY
PERFO
'
ANCE
ACTUAL
OUTCOMES
OBJECTIVE/KEY
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
ES
satisfaction
cleanliness
facilities
17-1
a Customer
with
of
Maintain customer
complaints
above
99%
98%
99%
98% level.
ES17-2b
Eliminate
contributed
facility
deficiencies
injuries
to
Prioritize
as
100%
requirements
and
they arise
of facilities
correct
meeting
safety
deficiencies
ADA
100%
100%
100%
100%
100%
100%
E 17 -3c Improve
customer
satisfaction
environmental
comfort controls
with
Respond
minutes above
to
hot/cold
the
98%
calls
within
response
30
level
99%
98%
99%
180
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
Goal ES18: Direct
planning,
design, engineering, construction
services, and
capital
improvements
DESIRED
ACLU
AL
ESTIMATED
PROJECTED
PRELIMINARY
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
Cost
manage
improvements
construction
effectively
building
and
Ensure
projects
construction
stay
within
and
budget
improvement
100%
100%
100%
Goal ES19: Ensure a responsive,
service -oriented,
effective
maintenance services
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
Maintenance
requests
completed
a timely
for customers
are
within
manner
Maintenance issues are cleared
within
30
98%
98%
98%
days
of work order submission
Goal ESN: Perform
preventative
maintenance
actions
to
reduce lifetime operational
cost
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
ACTUAL
PROJECTED
ESTIMATED
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
Reduce
operational
through
preventative
program
maintenance
effective
costs
Complete
periodic
accordance
recommendations
monthly,
maintenance
with
quarterly,
manufacturer
and
requirements
industry
and
standards
annual
in
100%
100%
100%
181
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Weld Plaza Building - - 1000-17250
DEPARTMENT DESCRIPTION: The Weld Plaza Building was purchased in 2014 for future
justice services and court related county offices. The building has excess space that will be leased
until there is a county need. This budget accounts for the costs and rental revenues of the building.
RESOURCES
FINAL
NEXT
FY
ACTUAL
BUDGETED
CURRENT
FY
REQUESTED
LAST FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
626,768
633,800
633,800
633,800
Fixed
Charges
0
41,250
41,250
41,250
Capital
0
0
0
0
Gross County Cost
$ 626,768
$ 675,050
$ 675,050
$ 675,050
Revenue
1,283,753
1,279,148
1,279,148
1,279,148
Net County Cost
$ -656,985
$
-604,098
$ -604,098
$ -604,098
Budgeted
Positions
n&a
&a
it
nla
SUMMARY OF CHANGES: No change in the recommended budget. However, in the final
budget the costs and revenues will be updated to reflect projected 2019 leases and occupancy.
The building is managed by a real estate management firm. Budget reflects the costs of the entire
building ($675,050) and revenues from the leased space ($1,087,340) and Social Service space
reimbursement ($191,808) total $1,279,148. The building generates a positive cash flow of
$604,098. In the capital budget there is $750,000 budgeted for upgrades and improvement to the
facility. In January 2017, the Child Welfare unit with approximately 120 employees relocated to
the Plaza Annex, and the first floor of the main building. They will occupy approximately 22.51 %
of the building. Elections moved into the first floor in 2018, but no revenue will be realized in this
budget from their occupancy.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
182
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Information Technology - - 1000-17300
DEPARTMENT DESCRIPTION: Information Technology provides the technology involving the
development, maintenance, and use of computer systems, software, networks, and
telecommunications for the processing and distribution of data support services to Weld County.
RESOURCES
ACTUAL
LAST
FY
CURRENT
BUDGETED
FY
NEXT
FINAL
FY
REQUESTED
NEXT FY
Personnel
Services
$ 5,433,413
$ 6,020,850
$ 6,020,850
$ 6,068,832
Supplies
1,934,375
1,345,738
1,880,354
1,880,354
Purchased
Services
507,135
1,428,838
1,634,056
1,634,056
Contra
Account
-1,483,913
- 1,600,000
- 1,500,000
- 1,500,000
Capital
126,044
570,500
350,000
350,000
Gross County
Cost
$ 6,517,054
$ 7,765,926
$ 8,385,260
$ 8,433,242
Revenue
0
0
0
0
Net County
Cost
$ 6,51
7,054
$ 7,765,926
$ 8,385,260
$ 8,433,242
Budgeted
Positions
46
49
49
49
SUMMARY OF CHANGES: Supplies are up $534,616 primarily due to increases in software
maintenance ($260,116), and computer equipment ($290,500), which is in accordance with the
Five -Year Capital Improvement Plan.
Purchased Services are up $205,218 primarily for computer and software maintenance. Charge
backs in the contra account are down $100,000 due to recent usage trends by grant funded
departments. Capital is funded in accordance with the Five -Year Capital Improvement Plan with
$350,000 for computer equipment.
For 2019, compliance projects (legal, vendor or state mandated) and departmental projects there
has been $500,000 funded in account 6570 Miscellaneous. Like last year, it is anticipated that a
IT budget work session will be held with IT staff and requesting departments presenting the
requests along with IT management and Finance and Administration recommendations for the
Board's review. The Commissioners will make the final determination of 2019 funding of each
project.
Final budget adjustments include an increase in salaries of $47,982.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The expenditures
are consistent with the Five -Year Capital Improvement Plan.
BOARD ACTION: Approved as recommended.
183
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
installed/replaced
Number
Number
Number
Number
Number
Number
Number
Efficiency
of
of
of
of
of
of
of
IT
Technical
Computing
Personal
Office
Virtual
Application
Measures
Managed
365
Servers
Computer
Support
Accounts
Devices
Managed
Projects
Managed
systems
Calls/Month
Supported
Migrated
3,000
1,400
300
500
225
125
50
3,150
497
121
1,400
1,000
175
125
3,250
1,400
215
100
195
125
60
FTE'S
per 10,000/capita
1.510
1.54
1.50
Per capita
cost
(county
support)
$21.30
$24.03
$25.88
Mission Statement (Information Technology): The mission of the Weld County
Information Technology (IT) Department is to provide responsive, adaptive, transformative, innovative,
and cost-effective information technology solutions and services. This assists County departments and
offices to successfully achieve their objectives. IT will assist with the implementation and support of
technology solutions empowering the citizens of Weld County to access information and mission critical
services in a comprehensive, responsive and effective manner.
184
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
Goal 1: — Information Technology Security
IT security is a mission critical function that has a shared accountability across all departments and offices within the
County. Developing and maintaining a robust IT Security framework that is built on industry best -practice, instills
trust and confidence in the departments and offices of the County from the citizens of Weld County. IT security is an
iterative process that we must remain vigilant with our efforts in support of and also in how we communicate the
importance of IT Security to all business units and offices within the County.
Goal 2: - Adopting Cloud Services
Weld County embraces the spirit and the potential value -add of Cloud Computing. Weld County IT will use a
thoughtful, blended and transparent approach when implementing these technologies and services and will guide the
County on the uses and benefits of Cloud Computing. This will allow us to leverage the potential increases in system
availability, application stability, security and functionality of services associated to Cloud Computing,
Goal 3: — Consolidation and Optimization
Network, Voice, Data Center, Enterprise Applications and Storage environments are a critical component of the Weld
County IT infrastructure. Traditional data centers have substantial electrical, cooling and cabling requirements.
Hardware and software virtualization technologies provide the ability to consolidate these environments. This
consolidation assists Weld County IT with keeping capital and operational expenses lower, while still providing a
highly available and robust network and server environment. Consolidating network and voice services allows the
County to leverage investments into core network technologies and provides a more robust and functional County
phone system. Implement advanced features that will optimize call centers for Human Services, Information
Technology and other County offices and departments, Providing a comprehensive application portfolio for the
County will assist IT, departments and offices with planning future upgrades, professional development, potential of
consolidating enterprise applications and staffing levels.
Goal 4: — Budget and Cost Control
Leading with responsive, innovative and cost effective services is a core value of the County. IT is an important part
of this value and focusing on cost control, cost reduction and budget transparency is an important part of our mission.
This should be done internal to IT, but also focusing on other departments and offices technology to ensure we are
investing in proven applications and hardware that integrate into the existing environment as well as achieving the
business need.
Goal 5: — Human Resource / Talent Management
Hiring and retaining quality IT team members enables higher levels of service and professionalism to County offices
and departments. Creating a work environment that is open and communicative assists with the recruiting of qualified
IT professionals. Implementing a flexible schedule allows for team members to achieve a work/life balance and
ultimately expands the hours of support provided by IT to the County. Working within the County framework, develop
a 5 year compensation plan for the IT department. Having a compensation plan provides team members the ability to
plan and forecast their career path. This plan, along with investing in team member's professional development builds
continuity and a consistent team knowledge base.
Goal 6: — Strategic IT Planning
Providing a technology roadmap and strategic plan for the County will prepare the IT department and other areas of
the county, specifically the BOCC with a framework that can be referenced and measured against for years to come.
IT strategic planning must be a comprehensive process that includes all areas of the County. Meeting with the business
units and understanding their needs is a key component to ensuring the technology and associated infrastructure aligns
with the needs of the County departments and the citizens they support. The plan is intended to be dynamic in nature,
so that as technology changes, so too can the way we support it. Key items associated to the strategic plan are; annual
review of the Capital Improvement Plan (CIP), review of qualifying domains, and ensuring the IT strategic plan aligns
with the overall County mission.
185
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
Goal 7: — Mobility
Anytime 1 anywhere computing is a requirement for all technology enabled organizations. The ability to have a mobile
workforce is critical in today's world along with providing a mobile friendly technology environment that is functional
across all types of mobile devices and operating systems. County department and offices have the need to move
seamlessly from office, to the field, to home and beyond. This mobility needs to be done in a secure and functional
way that is fully supported by the IT department and the associated application vendors the County uses to perform
its specific functions.
Goal 8: — Disaster Recovery and Business Continuity
Information Technology provides the foundation for many of the County's critical services. Disaster recovery and
business continuity planning are a part of every successful organization. Determining mission critical IT services is
a collaborative process and involves all departments and offices within the County. We must be able to communicate,
process critical County functions such as payroll, and deliver services to the citizens of Weld County during disasters.
The ability to recover critical services is dependent upon hardware, software and key personnel. An environment that
is geographically located far enough from the County is ideal, and should take into count a regional type of disaster.
A detailed DR BC plan should be developed and then reviewed annually by IT, County departments and the BOCC.
Goal 9: — Geographic Information Systems (GIS)
The GIS domain is a strategic enterprise platform of technology with a high operational impact. Its users seek to create,
collect, maintain and distribute high quality, accurate and complete geospatial data and services. The County will raise
the awareness of both the beneficial business applications of GIS and seek to cultivate the advanced analytical use of
the technology amongst its users.
NOTE: INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT:
hup://wei.weld.gov:De )artmentLinks/InformationTechnology/index.html
186
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical
support for the development and maintenance of the Weld County geographical information
system that serves the entire county and some outside entities.
RESOURCES
REQUESTED
NEXT
FINAL
FY
ACTUAL
BUDGETED
CURRENT
FY
LAST FY
NEXT FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
74,854
125,675
127,603
127,603
Purchased
Services
8,393
9,220
9,220
9,220
Fixed Charges
0
Capital
0
91,000
110,250
110,250
Gross County
Cost
$ 83,247
$ 225,895
$ 247,073
$ 247,073
Revenue
5,256
4,500
4,500
4,500
Net
County
Cost
$ 77,991
$ 221,395
$ 242,573
$ 242,573
Budgeted
Positions
0
0
0
0
SUMMARY OF CHANGES: Supplies are up $1,928 for software maintenance. Capital is up
$19,250 for software, especially ESRI ELA.
Revenue is unchanged.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
187
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Out•
uts
# Parcels
in
Database
129,500
130,000 130,000
# Parcels
# Available
Updated
Coverage
600 600 600
(Layers) in GIS 3,200 3,200 3,200
Efficiency
Measures
FTE'S
per 10,000/capita
0.000 0.000 0.000
Per capita
costs (County
support) $0.26 $0.70 $0.74
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
188
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Technology Projects - - 1000-17375
DEPARTMENT DESCRIPTION: Technology Projects focus on how to take advantage of
innovative technological solutions for service delivery in county government, help in reengineering
county practices and policies to determine the most efficient ways to conduct business, to help
departments determine how to consolidate the delivery of any redundant services, and to realize
the maximum potential of new technologies that Weld County can implement.
RESOURCES
REQUESTED
NEXT
FINAL
FY
ACTUAL
BUDGETED
LAST
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
67,115
0
0
0
Purchased
Services
499
500,000
500,000
500,000
Fixed Charges
0
0
0
0
Capital
73,080
0
0
0
Gross County Cost
$ 140,694
$ 500,000
$ 500,000
$ 500,000
Revenue
0
0
0
0
Net
County Cost
$ 140,694
$ 500,000
$ 500,.000
$ 500,000
Budgeted
Positions
0
0
0
0
SUMMARY OF CHANGES: As this program moves into its seventh year the program has
evolved into a program with a different character than first envisioned. Also, the amount of funding
to support the concept has proven to be substantially less than the original $2,000,000 funding
level. Part of the change is that many of the technology projects first envisioned are being
incorporated into the Information Technology (IT) budget. In the 2015 budget $1,000,000 was
moved to the IT budget, and in the 2016 budget another $500,000 was moved to the IT budget,
as an allocation to be used for new IT requests from departments.
The $500,000 remaining in the 2019 budget for projects should be adequate to address enterprise
solutions, and technology projects not fitting into the IT budget.
189
TECHNOLOGY PROJECTS
(CONTINUED)
1000-17375
FINANCE/ADMINISTRATION RECOMMENDATION: Like last year it is anticipated that a
Technology project budget work session will be held with IT staff and requesting departments
presenting the requests along with IT management and Finance and Administration
recommendations for the Board's review. The Commissioners will make the final determination
of 2019 funding of each project.
BOARD ACTION: Approved as recommended.
190
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to the
County.
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
LAST FY
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 262,455
$ 279,942
$ 279,942
$ 283,491
Supplies
61,146
82,500
79,000
79,000
Purchased Services
88,738
62,780
70,000
70,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 412,339
$ 425,222
$ 428,942
$ 432,491
Revenue
237,636
285,100
282,000
282,000
Net
County
Cost
$ 174,703
$ 140,122
$ 146,942
$ 150,491
Budgeted
Positions
4
4
4
4
SUMMARY OF CHANGES: Net budget is up $6,820. Supplies and Purchased Services
combined are up $3,720 with line -items realigned based upon spending patterns. The primary
increase is for the maintenance of the copiers, which is driven by usage from print order demand.
Revenues are down slightly by $3,.100 due to sale of supplies being down based upon usage by
county departments.
Final budget adjustments include an increase in salaries of $3,549.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
191
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Out.
uts
Print
Mail
Supply
Efficiency
Orders
Pieces
Orders
2,885 2,900
700,000 700,000
1,296 1,300
Measures
2,900
700,000
1,300
FTE's
per 10,000/capita
0.131
0.127
0.123
Per Capita
cost (county
support)
$0.574
$0.444
$0.402
Goal
departments.
ES16:
Deliver timely, high quality
and cost-effective
printing
and supply services
to County
PRELIMINARY
PERFORMANCE
PROJECTED
DESIRED
OBJECTIVE/KEY
ESTIMATED
OUTCOMES
ACTUAL
PERFORMANCE
INDICATOR(S)
ES13-1:
friendly
services
expanding
needs
to
User
printing
meet
user
98%
timeliness
of users satisfied
of services
with
quality
and
99%
99i%
99%
192
SEVEN YEAR TREND
Sheriff's Office Local Costs
$50
$45
$40
$35
$30
O $25
J
2
$20
$15
$10
2013 2014 2015
2016
2017
2018
2019
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT
FY
Personnel
Services
$ 33,500,793
$ 35,717,067
$ 37,316,797
$38,544,518
Supplies
919,884
1,381,337
1,536,815
1,536,815
Purchased Services
8,233,956
8,466,856
8,931,010
8,931,010
Fixed Charges
-84,585
217,196
41,000
41,000
Capital
27,647
16,800
258,367
222,798
Gross County Cost
$ 42,597,695
$ 45,799,256
$
48,083,989
$49,276,141
Revenue
3,402,917
2,264,111
2,537,520
2,339,811
Net
County
Cost
$ 39,194,778
$ 43,535,145
$ 45,546,469
$46,936,330
Budget
Positions
358.0
391.0
407.25
407.00
SUMMARY OF CHANGES:
The Sheriffs Office is requesting an increase in Net County Costs from the 2018 approved budget
totaling $2,011,324. This reflects an increase of 4.6% from 2018. A summary of the notable
changes and brief justifications are listed below.
Revenues:
Revenues are increasing from 2018 by approximately $273,400.
• The Patrol Division continues to reduce municipal contracts, with the expectation that the
Town of Severance will form a police department by early 2019. This will leave only two (2)
contract positions remaining with Aims Community College, and accounts for a decrease in
Contract Services (Org 21210) revenue of $289,525.
• Weld County continually places in the top three counties for traffic accidents and fatalities.
The increase in focus to make the roads safer has been paramount. The County has allowed
for an increase in Patrol deputies over the past few years, as well as the implementation of
the e-Ticketle-Crash software. These resources have not only been shown to improve the
roadways of Weld County, but has also increased traffic fine revenue. It is anticipated fines
collected will increase by approximately $40,000 in 2019.
• The Sheriffs Office has successfully written numerous grants over the past few years. For
2019, it is anticipated that there will be over $200,000 of additional revenue to offset expenses
for the Victim Services Unit (Org 21300) and for equipment for the Booking Unit (Org 21110).
The budget includes $75,000 in Inmate Services (Org 24410) in anticipation of an upcoming
SCAAP grant program that has recently been reinstated.
• The increase in the average jail population also means an increase in revenues from inmates
or the municipalities from where they are charged. These range from municipal charges being
billed to local entities, medical co -pays, booking fees, commissary and telephone charges that
come back to offset expenses for the Sheriffs Office. With the implementation of the
Southwest Substation Booking Intake, it is anticipated municipality revenues will increase as
it will be more efficient for local law enforcement entities to process an inmate on local charges
and get back on the street.
194
SHERIFF OFFICE SUMMARY
(CONTINUED)
Personnel:
The Sheriffs Office has requested a total increase of 16.25 positions in 2019. Other positions
within the Sheriff's Office are requested to be reclassified or moved to improve productivity instead
of eliminating positions. The purpose of the increase is to meet staffing shortages based on the
completed staffing studies from Patrol and Detentions as well as implement two new programs
for the agency. One program is the Body Worn Camera (BWC) program, and the other is the
Southwest Substation Booking Intake. Below are the staffing changes recommended for 2019 by
the Sheriffs Office.
• Org 21100, Admin Patrol: Reclassify Office Techs from Grades 15, 18 and 21 to Grade 18 to
allow for consistency, cross -training of duties and moves within the unit. All positions handle
cash, work with the public, verify legal documents and work in multiple positions.
• Org 21120, Professional Standards: Add one Patrol Deputy II (Grade 36) for the
implementation and management of the Body Worn Camera program.
• Org 21140, Support Services: Reallocate the current Support Services Director (Grade 43)
position to a Booking Unit Corporal (Grade 43) in Org 24415. This would allow for one
Corporal per shift each on Red Side and Blue Side, and the need has been documented.
• Org 21300, Victim Services Unit: Contingent on grant funding to offset costs. Increase one
position from a 0.5 FTE to a 0.75 FTE to allow for benefits and increased hours to help retain
an employee. Reclassify existing Advocate positions from Grade 23 to Grade 24.
• Org 21210, Contract Services: Pending the elimination of the Town of Severance's Contract
Service needs, reclassify the two Grade 36 deputies to Detectives at Grade 38 in the
Investigations Unit (Org 21205).
• Org 24410, Inmate Services: Based on the 2017 completed staffing study, inmate population
and American Jail Association standards, the unit is understaffed by two (2) Classification
Specialists at Grade 33.
• Org 24410, Inmate Services: Based on the 2017 completed staffing study, inmate population
and American Jail Association standards, the unit is understaffed by two (2) Counselor III
positions at Grade 35.
• Org 24415, Security Unit: For the needs required at the Southwest Substation Booking Intake,
the request is to hire two (2) Corporals at a Grade 43, and five (5) Detention Deputies III at a
Grade 36, to allow for staffing one shift per day, seven days a week at the Southwest
Substation with two deputies and a Corporal each shift.
• Org 24420, Courts Unit: Based on increases of inmates, court appearances also have
increased, and the unit is requesting four (4) Detention Deputy III (Grade 36) positions to meet
the expanding needs and requests of the courtroom judges.
• Org 24420, Courts Unit: Reclassifying civilian positions to bring in line with the Jail Booking
Staff. Moving one from Org 21110 to Courts, reclassifying one position from a Grade 18 to a
Grade 27 Transport Supervisor position and reclassifying the Grade 15 and Grade 21 to
Grade 18, as they do similar work and the positions are then in line with the existing Booking
civilian staff. This also allows for moves within Booking and Courts without future
reclassifications, as the job duties can be cross -trained to improve the effectiveness of both
units.
Supplies (total increase of $155,478):
• The increase is made up of an increase of $120,000 for the MDT replacement program that
was budgeted under IT in prior years. This brings the Sheriffs Office in line with other
departments around the County.
• There is also approximately $40,000 for additional radios and non lethal weapons for the
additional positions requested. This more than makes up for the Supplies increase.
195
SHERIFF OFFICE SUMMARY
(CONTINUED)
Purchased Services (total increase of $464,153):
• The inmate medical contract is anticipated to increase by $228,333 and includes an
additional nurse under the contract, based on the needs at the jail and Southwest Booking
Intake. This increase is contractually allowed and has been exercised by the vendor based
on the inmate population.
• Patrol pays Greeley approximately 30% of the operational costs for the Records and
Evidence divisions managed by Greeley. This contract did not see an increase in 2018, so
based on the numbers provided by Greeley, we budgeted for an additional $92,832 for the
Records and Evidence contracts with Greeley.
• The Body Worn Camera program is anticipated to cost approximately $85,000 per year,
based on the vendor and services provided. This is included as a part of the Services
increase.
• The remaining $58,000 is made up of small increases throughout the agency to account for
additional training for the new positions, agency subscriptions for necessary databases and
subscriptions that were provided by outside funding in prior years.
Fixed Charges (total decrease of $176,196):
• The Sheriffs office offered a one-time retention incentive in 2018 to help alleviate staffing
shortages at the jail. This was removed for 2019, and accounts for $174,000 of the
decrease.
• There was also the removal of a reoccurring $2,196 rental of equipment that has not been
charged to the Sheriff's Office in the past three years.
Capital — Equipment Requests (total increase of $241,567):
• $110,000 for a Body Scanner for the North Jail Complex. This is offset by grant revenue.
• $45,000 for a new Ten -printer (fingerprinting) machine for the Southwest Substation
Booking Intake. Must communicate with the existing RIMS and used to identify inmates.
• $12,000 for two (2) large capacity all -in -one printers for Booking at the recommendation of
the Print Shop. This will allow Booking to keep 24 -hour service even if one machine is down.
• $11,500 for a replacement Ten -printer (fingerprinting) machine for the Admin Patrol unit at
the Southwest Substation. The existing machine is at end -of -life and was recommended by
IT to be replaced in 2019.
• $35,569 for three (3) speed trailers for the Patrol Unit. As mentioned earlier, Weld County
rates in the highest three counties consistently for traffic accidents and fatalities. Any
resources that can be implemented to help address this concern is highly valuable.
• $24,000 for SWAT to purchase a "throw phone" for the negotiators. The team provided
multiple examples in the past year where this technology would have been helpful with the
camera capability and microphones to understand what is happening inside a facility they
have not been able to enter, or before SWAT breaches a building.
• $11,998 for two (2) FLIR systems for the K-9 units. This allows for each Red Side and Blue
Side to have the capability of thermal imaging to find suspects or operate search and rescue
in all weather conditions. Because of the large amount of land in Weld County, this tool is
proven to be a very effective resource.
• $8,300 for the DME Forensic Workstation on the rotation schedule at the Regional Lab.
196
SHERIFF OFFICE SUMMARY
(CONTINUED)
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See individual budget units.
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Sheriff's
Detentions
environment
Office
Division
that
Mission
returns
Mission
Statement:
people
Statement:
to
the
"To
community
provide
"To
accept
effective
better,
and
public
lawfully
or no
safety
hold
worse, than
services
prisoners
with
in
they arrived."
a safe,
honor
and. integrity?'
humane and
wholesome
Goal
SO
DI)
I:
Lawfully
hold
prisoners in a safe and
humane
environment.
DESIRED
PRELIMINARY
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
SO
Inmates
IUD 1-1:
comply
with facility
(1) Average number of rule violations
in the jail.
per day
7
9
rules
and regulations
(2) The number of serious rule violations
day in the jail.
per
SO DD 1-2:
(1) The number
of meals served
863,828
907,019
952,370
Food service operations
are
hygienic, sanitary and
(2) The number of documented inmate
0
0
0
provide a nutritional diet
illnesses attributed to food service operations.
(3) The number
of inmate grievances about
food service decided in favor of the inmate in
52
55
58
the
past 12 months
SO DD
1-3:
(1) The average daily jail
population
in the
Actual
secure bed
past 12 months divided
by the total9
1.6%
79.1
%*
1
o *
occupancy is within
number of general population beds'
'
`�'
reasonable operational
jail
available in the
past
12 months
capacity
*Based on increase in beds
from 779 to 961 for
maximum overcrowding capacity.
(2) The number of sustained inmate grievances
5
7
9
about
crowding and
housing conditions.
SO DD 1-4: Inmates
have
(1) The number of inmates with
positive initial
access to a continuum
of
tests for TB,
Hepatitis
A, B, or C,
or
3
8
10
HIV
health care consistent with
MRSA,
that available in the
community
(2) The number of inmate deaths
due to suicide
1
0
0
or homicide.
(3) The number of medical prescriptions
6,794
7,134
7,490
written in the jail
population.
SO DD 1-5: Safe operation
of the facility with the
(1)
The
number of
Deputy
overtime sign-up
to
3,270
3,884
4,497
proper
number of employees
work
a shift in the
jail.
to ensure Inmate safety.
SO DD 1-6: An
(1) Number of sexual assaults
reported
in the
investigation is conducted
jail
population.
25
26
28
and documents sexual
assault or threats reported
in
(2) Number
of reported
sustained sexual
the jail.
assaults in the jail population.
0
2
0
SO DD 1-7: Contraband is
(1) Percentage of
personal searches conducted
minimized. It is detected
on intakes into facility.
100%
100%
100%
when present in the facility.
(2) Percentage of times contraband
is found
while
into
conducting
the facility.
personal searches on intakes
.19%
.14%
.14%
(3) Percentage of time contraband
is found
on
100%
100%
100%
inmates or
property
in jail
population
outside
of
booking.
198
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO DO 2: Maintain a continuum of
options to secure custody.
effective jail alternatives
that offer a range of sentencing and
pre -adjudication
DESIRED
OUTCOMES
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
SO DD 2-1: Secure
(1) The average number of offenders released
county
used
effectively
jail
efficiently
beds are
and
from jail within 24 hours
(2) The average number
of admission
of jail bed used
per day.
per day
10
13
15
for
courts.
pre-trial detention by the
county/district
372
380
400
(3) The average number of jail
beds used
per
day
courts.
for jail sentences by the
county/district
178
188
200
(4) The average number
of jail
beds used per
day for jail
county/district
sentences by other than
courts.
45
40
30
199
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Patrol
Division Mission
Statement:
"To
provide effective
public
safety services with
honor and integrity."
Goal
SO
PD
1:
Protecting
the
well-being
of
the
citizens
of
Weld
County.
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
(1)
Total
number of UCR
Part
I Reported
(1)
47.05
(1)
50.29
(1) 52.04
SO PD 1-1:
Crimes per 10000 population
Proactively work to
reduce crime
(2)
Total
number of
UCR
Part
II
Reported
(2) 45.24
(2) 44.67
(2) 44.17
Arrests
per
10000 population
(3)
Total
NIBR
reported crimes
for
unincorporated
population
Weld
County per 10000
(3) 74.29
(3) 75.63
(3) 76.90
(4)
(4)
population
Total
patrol
division
FT€s
per 10000
(4)
3.1
(4)
3.0
(4) 2.9
SO PD 1-2: Identify
crime trends and
(1)
Total
submissions
to the crime
lab
(1)
1605
(1) 1464
(1)
1300
effectiveness of
forensic science to
(2) Total cases generated
(2) 1447
(2) 1348
(2) 1200
reduce crime
(3) Total
pieces of evidence
processed
(3) 8036
(3) 7225
(3) 7800
(1) Total traffic accidents
in Sheriff's Office
(1)
425
(1) 325
(1)
276
SO PD 1-3:
Jurisdiction
Traffic Safety
(2) Total traffic tickets
(2) 5079
(2) 5186
(2) 5929
(3) Total model
traffic tickets
(3) 3272
(3) 3524
(3) 4221
(4) Total written warnings
(4) 3536
(4) 3366
(4) 2870
(5) Alcohol related
crashes
in Sheriff's Office
(5) 16
(5) 15
(5) 14
Jurisdiction
(6) Traffic fatalities (all Weld County)
(6) 66
(6) 63
(6) 60
(1) Maximize the rate of
property
recovery by
Recovered
Recovered
Recovered
SO PD 1-4: Recover
monitoring the reported
value of recovered
$1,455,415
$1,528,186
$1,604,595
victim
property
property
in relation to the
reported
value of
0.4%
5% increase
5% increase
stolen
property (reported
in
NIBR
for Sheriff's
decrease
Office jurisdiction)
Stolen
Stolen
Stolen
$3,100,189
$2,945.180
$2,797,921
39.9%
5% decrease
5% decrease
decrease
Theft
Theft
Theft
Recovery
Recovery
Recovery
Rate
Rate
Rate
47%
52%
57%
SO PD 1-5:
(1)
Total
civil process served/attempted
(1) 4814
(1)
6900
(1)
7 000
Service of civil
(2) Total
civil
process served
by
public safety
process
deputies.
(2) 111
(2) 100
(2)
120
200
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO PD 2: Establish and maintain meaningful communication with the citizens of %Veld
County
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
OBJECTIVE/KEY
SO PD 2-1: Inform
victims of
restorative services
available to themin
the community
(1) Advocate contacts for Sheriffs Office
Service area
(1)
1248
(1)
1100
(1)
1050
SO
Appropriate
dissemination
public
information
PD
2-2:
of
safety
(1) Number
notifications.
(2) Number
unincorporated
jurisdictions
Sheriff's
of required
Weld
for
sex
County
by
violent
sex
the
offender
sexual offender
offenders for
and the
Weld County
registration.
(1)
(2)
1
224
(1) 1
(2) 227
(1)
(2)
1
2.3
1
of registered
serviced
Office
*Due to the adoption of the Spillman RIM system, many of the statistical measurements that were
previously reported are no longer readily available and were modified to the listings above.
201
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Administration Patrol - - 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriff's
Office. This budget unit provides for policy development, formulation of written directives and
overall direction by the Sheriff and upper agency staff. Typical activities performed within this
budget unit include, clerical staff support, agency procurement, Human Resources Department
support, agency service billing, and lobby counter service access to the public.
RESOURCES
ACTUAL
LAST
BUDGETED
CURRENT
FY
REQUESTED
NEXT
FY
FINAL
NEXT
FY
FY
Personnel
Services
$ 1,459,833
$ 1,362,420
$ 1,421,083
$ 1,504,722
Supplies
54,736
74,035
87,398
87,398
Purchased
Services
82,686
126,906
153,320
153,320
Fixed Charges
415
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,597,670
$ 1,563,361
$ 1,661,801
$ 1,745,440
Revenue
139,156
215,000
215,000
215,000
Net County Cost
$ 1,458,514
$ 1,348,361
$ 1,446,801
$ 1,530,440
Budget
Positions
16.0
16.0
15.0
15.0
SUMMARY OF CHANGES: Overall change includes moving one position from Org 21100 to
Admin Detentions — Org 21110. Slight increase in salaries of $58,663 includes reclassification of
eight (8) office tech positions to put them in line with other positions doing similar work around the
County.
There is a slight increase in Supplies ($13,363) to account for the increase in office supplies for
increased staff, community outreach being completed by the PIO and Sheriff, as well as needs
such as ergonomic desk stands requested by Admin and Patrol.
The increase in Purchased Services ($26,414) is made up of small increases charged from other
County divisions such as B&G, Print Shop and Fleet. There also are small increases in
maintenance contracts for printers and copiers, postage, advertising, tuition and travel for the PIO
and Administrative staff, and to reflect the command staff needs.
Final budget adjustments include an increase in salaries of $83,639.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. Funding for the clerical reclassifications was
approved, but final classification change will wait until the Clerical Classification Study is
completed by Human Resources.
202
SHERIFF ADMINISTRATION PATROL
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
Work
Outputs
Permits Issued
ACTUAL
ESTIMATED
PROJECTED
2,260
1,949
2,937
0.5250.507
$4.79
48
46 47
2,096 2,166
2,264 2,340
5,057 5,227
0.460
$4.28 $4.70
Press Releases
Vin Checks
Fingerprints*
Concealed
Efficiency
Weapon
Measures
FTE's
Capita
per
10,000/capita
Net
County
Cost
Per
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
*Fingerprints are lower since the department is now only tracking Administrative Patrol fingerprints
taken by staff at the Patrol Admin Building and SE substation. The Detentions Security Unit is
accounting for the fingerprints taken by their administrative staff starting in 2017.
203
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Booking Unit - - 1000-21110
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriff's
Office. This budget unit provides 24 -hour data entry of prisoner information needed to complete
the booking process. Additional responsibilities include managing prisoner property, money;
inmate and staff supplies, inmate mail processing, facilitating personal and professional visitation
for inmates and lobby counter service access to the public. Revenue is generated from inmate
telephone and commissary contracts.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
FINAL
NEXT FY
Personnel
Services
$ 1,627,769
$ 1,877,415
$ 1,856,651
$
1,933,649
Supplies
116,959
279,490
292,580
292,580
Purchased
Services
5,382
25,265
61,188
61,188
Fixed Charges
0
0
0
0
Capital
0
0
178,500
178,500
Cross County
Cost
$ 1,750,110
$ 2,182,170
$ 2,388,919
$ 2,465,917
Revenue
270,846
250,000
380,000
380,000
Net County Cost
$ 1,479,264
$ 1,932,170
_ $ 2,008,919
$ 2,085,917
Budget
Positions
29.0
29.0
29.0
29.0
SUMMARY OF CHANGES: Revenues increased due to the anticipated award of a Federal
Justice Assistance Grant (JAG) for $110,000 and other slight increases due to the higher inmate
population.
Personnel changes due to the movement of one position in from Admin Patrol — Org 21100, and
one position being requested to move to the Courts unit — Org 24420. Final budget adjustments
include an increase in salaries of $76,998.
There is an increase of $31,263 in Purchased Services from Org 21140 for the maintenance
contracts of the Ten Printers, used specifically► for official fingerprinting of the public and inmates.
The remaining increases, are specifically related to setting up the Southwest Substation to allow
for Booking intake in 2019.
The Equipment being requested here is as follows:
• $12,000 for two large capacity printers at the Print Shop's recommendation. This will allow
for 24 -hour service even if a machine goes down.
• $110,000 will be offset by the grant revenue fora Body Scanner for the North Jail Complex.
• $45,000 for a large Ten -printer used for fingerprinting inmates for identification and
booking into the Spillman RMS at the Southwest Substation.
• $11,500 for the replacement of a smaller Ten -printer machine used by the Admin Patrol
Office Tech at the Southwest Substation. The machine is considered at end -of -life by the
IT unit, and is used for fingerprinting citizens as a part of the Concealed Carry Permit
process, or registering sex offenders, among other reasons.
204
SHERIFF BOOKING UNIT
(CONTINUED)
1000-21110
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Output
Booking
Jail mail out
Jail mail in
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
ACTUAL
11,874
34,468
32,389
0.952
ESTI MATED
12,195
36,191
34,008
PROJECTED
12,805
38,001
35,708
0.920 0.890
$4.86 $6.13 $6.40
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
205
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Professional Standards - - 1000-21120
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriff's
Office. This unit is responsible for the administration of the internal affairs investigative process,
recruitment and screening applicants for employment within the Sheriffs Office. Additionally, this
unit is responsible for developing, scheduling, facilitating and documenting/tracking training for all
divisions, updating policy and procedure to comply with current case law, best practice and
ensuring the Sheriff's Office practice and procedure are aligned.
•
RESOURCES
FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT
NEXT
FINAL
FY
ACTUAL
FY
LAST
Personnel
Services
$ 610,391
$ 628,264
$720,560
$758,516
Supplies
30,595
68,796
78,881
78,881
Purchased
Services
153,670
216,334
318,314
318,314
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 794,656
$ 913,394
$ 1,117,755
$ 1,155,711
Revenue
3,238
0
0
0
Net
County Cost
$ 791,418
$
913,394
$ 1,117,755
$ 1,155,711
Budget
Positions
6.0
6.0
7.0
7.0
SUMMARY OF CHANGES: The increase in Professional Standards is made up of the Body
Worn Camera program (BWC). This includes a Grade 36,. Patrol Deputy II position under Internal
Affairs to manage the program, including creating policy, managing and releasing video footage
to courts and public and more. The remaining increases are specifically made up of the additional
equipment, supplies, training and software needed for the BWC program, and the annual contract
anticipated to be around $85,000 per year based on the research completed to date.
Final budget adjustments include an increase in salaries of $37,956.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Approval of the
Body Worn Camera program (BWC) is a policy issue, but based on the current environment law
enforcement operates in it is recommended from a public safety and risk management
perspective. It is simply part of the cost of doing business in law enforcement today.
BOARD ACTION: Approved as recommended.
206
SHERIFF PROFESSIONAL STANDARDS
(CONTINUED)
1000-21120
PERFORMANCE MEASURES
Work Output
ACTUAL
ESTIMATED
PROJECTED
122
3,886
7
153
4,099
0.190
$2.90
158
4,237
9
0.215
$3.55
10
Hiring
(hours)
Measures
Training
Academies
Efficiency
FTE's
Per
Capita
per
10,000/capita
Net
0.197
County Cost $2.60
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
207
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Civil Unit - - 1000-21130
DEPARTMENT DESCRIPTION: This budget unit provides a statutorily required function by
serving civil process and precepts issued from the courts. Civil papers are generally court issued
documents but may also pertain to small claims, court summons or subpoenas.
RESOURCES
ACTUAL
FY
BUDGETED
CURRENT
FY
REQUESTED
FINAL
NEXT
FY
FY
LAST
NEXT
Personnel
Services
$ 459,505
$
424,680
$ 424,680
$
366,995
Supplies
676
0
2,250
2,250
Purchased
Services
16,564
19,578
22,276
22,276
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross county cost
$ 476,745
$ 444,258
$ 449,206
$ 391,521
Revenue
154,522
150,000
150,000
150,000
Net
County Cost
$ 322,223
$ 294,258
$ 299,206
$ 241,521
Budget
Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES: Minor changes in Supplies and Services based on requests from
staff. No significant changes to this unit.
Final budget adjustments include a decrease in salaries of $57,685.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
208
SHERIFF CIVIL UNIT
(CONTINUED)
1000-21130
PERFORMANCE MEASURES
Work
Outputs
Permits
Cost
Issued
ACTUAL
ESTIMATED
PROJECTED
6,314
2,937
515
0.197
$1.06
5
6,536 6,754
3,500 3,525
533 550
5
0.190 0.184
$0.93 $0.74
5
Civil
Concealed
Evictions
Sheriffs
Efficiency
Process
Sales
Processed
Weapon
Measures
FTE's
Capita
per 10,000/capita
Net
County
Per
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
209
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Support Services - - 1000-21140
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriff's
Office. This unit is responsible for the coordination and facilitation of tracking, ordering and
maintaining designated equipment assigned in all divisions. Additionally, a custodialcrew is part
of this unit and responsible to clean the North Jail Complex.
RESOURCES
FY
BUDGETED
CURRENT
REQUESTED
NEXT
FINAL
NEXT
FY
ACTUAL
FY
LAST
FY
Personnel
Services
$ 475,606
$ 515,458
$ 372,946
$ 520,022
Supplies
310,071
580,666
623,449
623,449
Purchased Services
41,568
64,774
17,655
17,655
Fixed Charges
0
2,196
0
0
Capital
0
0
0
0
Gross County
Cost
$ 827,245
$
1,163,094
$ 1,014,050
$
1,161,126
Revenue
6,144
0
0
0
Net
County Cost
$ 821,101
$ 1,163,094
$ 1,014,050
$ 1,161,126
Budget
Positions
7.0
7.0
6.0
7.0
SUMMARY OF CHANGES: The Sheriffs Office continues to improve operations and move items
to more appropriate units. The Personnel request is to move a Grade 43 position as the Support
Services Director ($142,512) from this Org to be a Booking Corporal under Security — Org 24415.
The increase in supplies covers a portion of the Tasers and radio pack sets needed for the new
positions and programs, including the increase in Courts, the Southwest Substation Booking
intake and Body Worn Camera programs. There is also an increase of $12,000 in Firearms
supplies as the authorized weapons carrier numbers continue to grow and must have the ability
to train and maintain their weapons by the agency.
The decrease in Purchased Services is the move of equipment maintenance to the Detentions
Division with the removal of the position. The $2,196 under Fixed Charges was removed as it is
continually budgeted but never charged.
Final budget adjustments include an increase in salaries of $4,564.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Sheriffs Office originally requested to move the Support Services Director
position to jail's Security, as a Corporal ($108,585) for the Booking Unit. While there is absolutely
a need for this request, it has been re-evaluated over the past few months and determined that
the Support Services Director is also a critical position that the SO needs to function efficiently
and effectively. Therefore, the SO requested to remove this request and keep this position as it
was originally allocated — as a Grade 43 ($142,512) under Support Services. Otherwise budget
unit approved as recommended.
210
SHERIFF SUPPORT SERVICES
(CONTINUED)
1000-21140
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
output
Jail
Incidents
3,277 3,658 3,781
Jail
Hearings
552 617 637
Videos
copied 294 281 291
Use
of force 490
462 478
Investigations
96 83 86
Efficiency
Measures
FTE's
per 10,000/capita
0.230 0.222 0.215
Per Capita
Net County
Cost $2.70 $3.69 $3.56
GOALS/DESIRED OUTCOME /KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
211
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Patrol - - 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety, to include traffic safety enforcement, in unincorporated areas of
county and within municipalities contracting for law enforcement service. Unit provides crime
prevention information and strategy education, serves arrest warrants, transports prisoners, and
conducts criminal investigations. Activities are frequently coordinated with municipal, other
county, state, and federal law enforcement and regulatory agencies.
RESOURCES
ACTUAL
LAST
FY
REQUESTED
NEXT
FY
FINAL
BUDGETED
CURRENT
FY
NEXT
FY
Personnel
Services
$ 5,600,656
$ 6,146,136
$ 6,146,136
$ 6,523,672
Supplies
86,560
176,579
265,155
265,155
Purchased
Services
1,961,973
2,018,544
2,146,703
2,146,703
Fixed Charges
0
0
0
0
Capital
4
0
0
71,567
35,998
Gross County
Cost
$ 7,649,189
$ 8,341,259
$ 8,629,561
$ 8,971,528
Revenue
388,974
409,000
428,000
428,000
Net
County
Cost
$ 7,260,215
$ 7,932,259
$ 8,201,561
$ 8,543,528
Budgeted
Positions
52
60.0
60.0
60.0
SUMMARY OF CHANGES: Revenues increased in the Patrol Division due to the increase of
traffic fines as Patrol continues to make safety on the roads a high priority.
The increase in Supplies ($88,576) is more than offset by including $120,000 of MDT's that used
to be budgeted under IT. Now the Sheriffs Office is more in line with how the rest of the County
is budgeted for the computer replacement program.
The increase in Purchased Services ($128,159) is made up of an increase in Contract Services
with Greeley for Records and Evidence services ($92,832) and smaller subscriptions for
programs, such as Lumen and CISC, which have proven to be valuable crime solving tools for
deputies and have increased Patrol's effectiveness.
The Equipment requested by Patrol includes three (3) speed trailers for a total of $35,569,
specialty unit equipment such as thermal imaging for the K-9 teams for $11,998, and a
Negotiations throw phone for SWAT, with wireless microphone and camera capability for
$24,000. More detail for these requests is included on the Sheriff's Office Summary page.
Final budget adjustments include an increase in salaries of $377,536.
212
SHERIFF'S PATROL
(CONTINUED)
1000-21200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended, except the three speed trailers ($35,569)
budgeted in this budget were moved to Fleet Services Equipment budget unit 6000-17550, since
all licensed vehicles are purchased through the Fleet Services Equipment budget and charged
back as depreciation over the life of the vehicle.
PERFORMANCE MEASURES
vv-Out•uts
ACTUAL
PROJECTED
ESTIMATED
Adult
Arrest
1,471
1,523
1,573
Juvenile
Arrest
70 72
75
Stops
8,614 8,917
9,214
Total
Traffic
Warnings 3,536 3,660
3,782
Total
Traffic
Dispatched
Calls
for Service 48,392 49,524
50,734
Efficiency Measures
FTE's
per 10,000/capita
1.97
1.90
1.84
Per
capita
net
cost
$23.84 $25.16
$26.22
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
213
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Investigations Unit- - 1000-21205
DEPARTMENT DESCRIPTION: This unit is responsible to review reports of criminal activity
documented by patrol deputies and determine if a criminal act was committed, attempt to
identify and apprehend the person(s) responsible and attempt to recover property that
has been reported stolen. The investigations unit is available 2417 to respond to the scene
of criminal activity. This unit responds to and investigates any major persons and property
crimes; this includes the collection and preservation of evidence, interviewing victims and
potential suspects and people of interest, writing search and arrest warrants, preparing
written reports, establishing probable cause, apprehending suspects and testifying in
court.
RESOURCES
FINAL
ACTUAL
LAST
FY
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,861,018
$
1,797,401
$ 1,961,779
$ 2,064,647
Supplies
19,128
17,050
15,480
15,480
Purchased
Services
82,890
140,115
143,354
143,354
Fixed
Charges
0
0
0
0
Capital
0
8,000
0
0
Gross County
Cost
$ 1,963,036
$ 1,962,566
$ 2,120,613
$ 2,223,481
Revenue
0
0
0
0
Net
County
Cost
$ 1,963,036
$
1,962,566
$ 2,120,613
$ 2,223,481
Budgeted
Positions
17.0
17.0
19.0
19.0
SUMMARY OF CHANGES: As in prior years, the Patrol Division is requesting to reallocate
positions from elsewhere to increase effectiveness instead of eliminating positions. As the
Contract Services continues to be reduced, there are two (2) anticipated positions that will no
longer be needed for the Town of Severance in 2019. The request is that those two positions be
reallocated as Grade 38 Detectives for the Investigations Unit. The increases in calls handled by
Patrol over the past few years have led to an increase in caseload for the Detectives. Because
Detectives tend to take more complex cases, the skillset is increased and the team becomes
more effective.
Supplies and Purchased Services combined are up $1,669 due to historical expenditure patterns.
Final budget adjustments include an increase in salaries of $102,868.
214
SHERIFF'S INVESTIGATIONS UNIT
(CONTINUED)
1000-21205
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The move of the
two positions from Contract Services is consistent with the staffing study done two years ago that
called for the increase in patrol and investigation staff as contact staff declined. Result is the net
county costs go up as the positions are no longer paid for by the contracting municipalities
BOARD ACTION: Approved as recommended, including the move of the two positions from
Contract Services.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out'
u
is
Cases Assigned
Cases Solved
Efficienc
Measures
155
151
160
156
165
161
FTE's
per 10,000/capita
0.558 0.539 0.583
Per capita
net
cost
$6.44
$6.22 $6.82
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
215
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Municipal Contract Enforcement - - 1 000-21 21 0
DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld
Central High School, and Aims Community College.
RESOURCES
ACTUAL
LAST FY
REQUESTED
FINAL
NEXT
FY
BUDGETED
CURRENT FY
NEXT FY
Personnel
Services
$ 1,042,063
$ 424,459
$ 222,705
$ 243,252
Supplies
184
0
0
0
Purchased
Services
104,727
65,866
59,603
59,603
Contra
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,146,974
$ 490,325
$ 282,308
$ 302,855
Revenue
753,760
490,325
200,800
200,800
Net
County Cost
$ 393,214
$ 0
$ 81,508
$ 102,055
Budget
Positions
8.0
4.0
2.0
2.0
SUMMARY OF CHANGES: Contract Services is decreasing by two (2) FTEs due to the
elimination of the Town of Severance contract. The request is that instead of these positions being
eliminated, they be moved to the Investigations Unit as Detectives to help the increased workload
in that unit. Revenue decreases with the loss of the contract positions.
Final budget adjustments include an increase in salaries of $20,547.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval as explained earlier
in budget unit 1000-21205.
BOARD ACTION: Approved as recommended.
MUNICIPAL CONTRACT ENFORCEMENT
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
Work Out
• uts
Calls
ACTUAL
,PROJECTED
ESTIMATED
1035
.263
$1.29
130*
32
9
146
.127
$0.00
1*
0*
0*
123*
.061
$0.31
1*
0*
0*
Number
Adult
Juvenile
Arrests
of
Citations
Arrests
Dispatched
Measures
Traffic
Efficiency
FTE's
Per
capita
per
10,000/capita
net
cost
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
*Denotes no longer serving the Town of Severance in 2019
217
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Ordinance Enforcement - - 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as
amended, pertaining to dogs -at -large. Animal control officers are only available on a limited basis.
Deputy response outside the dedicated time is limited to cases where public safety threat exists.
This unit is also responsible for handling all calls for illegal dumping of trash/waste within the
county, as enforceable by Weld County Ordinance. Animal control officers routinely collect
illegally dumped items from county roadways and public property to ensure the safety of motorists
traveling within the county.
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
NEXT
FY
LAST FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 190,277
$ 188,007
$ 188,007
$ 200,284
Supplies
3,516
5,250
8,920
8,920
Purchased
Services
127,073
123,230
144,314
144,314
Fixed
Charges
-85,000
-85,000
-85,000
-85,000
Capital
0
0
0
0
Gross County Cost
$ 235,866
$ 231,487
$ 256,241
$ 268,518
Revenue
1,737
0
0
0
Net
County Cost
$
234,129
$
231,487
$ 256,241
$ 268,518
Budgeted
Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: Increase in Supplies is to account for the increase in tranquilizer
drugs and outreach materials. The increase is Purchased Services is due to the renegotiation and
increase for the Humane Society of Weld County contract, and vet expenses as spent in prior
years.
Final budget adjustments include an increase in salaries of $12,277.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
218
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out.
uts
Number of dispatched
calls 2,000 2,041
2,049
Animals
Efficiency
Transported
Measures
to Shelter
511
525 528
FTE's
per 10,000/capita
0.098 0.095 0.092
Per capita
cost
(county
support)
$0.77 $0.73 $0.82
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
219
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260
DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of
Greeley and Weld County. The two entities also have agreements for services on a contract
basis. The laboratory provides forensic analysis of evidence in forensic computer analysis, latent
prints, shoe and tires, controlled substances and fire debris. It also has a DNA position assigned
to the Denver CBI facility performing DNA analyses for Weld County in that lab. The laboratory
meets the stringent requirements necessary for accreditation by the American Society of Crime
Lab Directors.
RESOURCES
ACTUAL
LAST FY
REQUESTED
NEXT
FINAL
NEXT
FY
BUDGETED
FY
CURRENT FY
Personnel
Services
$ 495,350
$ 512,167
$ 512,167
$ 532,289
Supplies
45,615
53,594
45,040
45,040
Purchased
Services
55,180
51,898
54,812
54,812
Fixed Charges
0
62,000
62,000
62,000
Capital
8,800
8,800
8,300
8,300
Gross County
Cost
$ 604,945
$ 688,459
$ 682,319
$ 702,441
Revenue
78,000
52,636
52,636
52,636
Net County Cost
$ 526,945
$ 635,823
$ 629,683
$ 649,805
Budget
Positions 1
4.0
4.0
4.0
4.0
SUMMARY OF CHANGES: There are no significant changes to the Regional Lab expenses from
2018 to 2019. Expenditures are down $7,809. Spending is reviewed quarterly and adjusted based
on prior expenditures.
Final budget adjustments include an increase in salaries of $20,122.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Cases/items
completed
— drugs,
computer 374
/ 2,395 400 / 2,561
450/2,881
forensics, latent
prints,
shoe
and
tire
tracks, WCSO/GPD WCSO/GPD WCSO/GPD
DNA only only only
1,286
/ 9,136
1,300 / 9,235 1,400 / 9,945
all
lab
staff
all
lab
staff all
lab
staff
except
non- except
non- except
non -
DNA
CBI DNA
CBI
DNA
CBI
Court
22
24
27
Testimony
appearances appearances appearances
Efficiency Measures
per 10,000/capita
.131
.127
.123
FTE's
Per capita
cost
(county
support)
$1.73
$2.02
$1.99
Effectiveness
Measures (desired results)
Quality
Audit
27
32
35
Proficiency
Run/Errors)
16 / 0
15
/ 0
15 / 0
Testing
(Test
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
221
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300
DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim Assistance
(VALE/VOCA) funding.
RESOURCES
ACTUAL
BUDGETED
NEXT
FINAL
FY
REQUESTED
LAST FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 186,775
$ 202,843
$ 257,562
$ 208,110
Supplies
5,907
5,044
5,400
5,400
Purchased
Services
21,892
18,194
28,069
28,069
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 214,574
$ 226,081
$ 291,031
$ 241,579
Revenue
151,488
165,150
204,084
186,375
Net
County Cost
$
63,086
$
60,931
$ 86,947
$ 55,204
Budgeted
Positions
3.0
3.0
3.25
3.00
SUMMARY OF CHANGES: The requested increase for Personnel is contingent on VOCA federal
grant funding, and was discussed during a work session earlier in 2018. The purpose is to
increase one of the 0.5 FTE to a 0.75 FTE and offer the position benefits to help improve retention
for the position. It would also bring the Advocates up by one Grade to 24 to put them in line with
similar positions.
The increase in Purchased Services is due to the grant requirement of attending the national
training for victim services staff. This is covered by the grant funding and will be removed if the
grant is not awarded.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Board approved
the grant and the increases reflected in this budget at a work session mid -year in 2018.
BOARD ACTION: The Sheriff originally requested an increase of 0.25 FTE to make one position
a 0.75 FTE and eligible for benefits, to be contingent on grant funding. VOCA has since denied
the additional increase, so the Sheriff would like to remove the 0.25 FTE increase request.
Revenue has been reduced accordingly.
Otherwise, Board approved the budget as recommended, including increasing the Victim
Advocate Specialists in the department from Grade 23 to Grade 24.
222
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,777 1,400 1,447
Victims served per 10,000/capita 45.37 45.45 44.41
Efficiency Measures
FTE's per 10,000/capita 0.098 0.095 0.092
Per capita cost (county support) $0.21 $0.19 $0.17
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
223
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Multi -Jurisdictional Drug Task Force - - 1000-21410
DEPARTMENT DESCRIPTION: Multi -Jurisdictional Drug Task Force provides drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit
for any law enforcement agency in Weld County. Task Force personnel are directly supervised
by the Greeley Police Department with policy and strategic direction from a Control Group of area
chiefs and the Sheriff.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT
FY
Personnel Services
$ 228,109
$ 225,758
$ 225,758
$
251,009
Supplies
0
0
0
0
Purchased
Services
70,248
70,248
70,248
70,248
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 298,357
$ 296,006
$ 296,006
$
321,257
Revenue
0
0
0
0
Net
County
Cost
$ 298,357
$ 296,006
$ 296,006
$ 321,257
Budgeted
Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: The Sheriff's Office has agreed to help support the financial
obligations of the Weld County Drug Task Force, and participates by designating 2 deputies to
the Task Force Operations. The amount in Purchased Services reflects the payments made to
support the Task Force as agreed by MOU. There are no changes, and approval is recommended
at the requested amount.
Final budget adjustments include an increase in salaries of $25,251.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
224
MULTI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out+
uts
Criminal Cases
Opened
128
140
144
Drug Arrests
133
128
132
Search
Warrants
Executed
52
31
32
Cocaine Seizures (Pounds)
2.9
2.1
2.2
Methamphetamine
Seizures (Pounds) 34.6
21
21.7
Marijuana Seizures (Pounds) 292.7
93.5
96.6
Meth
Lab Seized I
1
1
Efficiency Measures
FTE's
per 10,000/capita
0.066
0.063 0.061
Per capita
cost (county
support) $0.98
$0.94 $0.99
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
225
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Inmate Services - - 1000-24410
DEPARTMENT DESCRIPTION: This unit provides and oversees professional jail support
services such as medical care, food preparation, and facility programming to meet statutory
mandates. This Unit consists of licensed and unlicensed mental health professionals, inmate
classification staff and a part-time inmate chaplain who coordinates community volunteer
services. The staff assesses inmate suicide risk, develop case management plans for inmates
with special needs, and provide other programming to include Right to Read, trusty prisoner work
and the coordination of community based services.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT
FY
NEXT
FY
NEXT FY
Personnel
Services
$ 1,179,309
$ 1,412,619
$ 1,785,658
$ 1,831,714
Supplies
32,842
32,511
39,960
39,960
Purchased
Services
4,796,715
4,773,383
4,995,613
4,995,613
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 6,008,866
$ 6,218,513
$ 6,821,231
$ 6,867,287
Revenue
607,845
317,000
452,000
452,000
Net
County Cost
$ 5,401,021
$ 5,901,513
$ 6,369,231
$ 6,415,287
Budgeted
Positions
14.0
16.0
20.0
20.0
SUMMARY OF CHANGES: The continuing increase in inmate population reflects increases in
revenues from an increase in bond fees, commissary, phones and medical co -pays to help offset
expenses. There is also $75,000 of grant revenue from the anticipated SCAAP (State Criminal
Alien Assistance Program) grant that was recently reinstated.
Personnel reflects an increase of four (4) positions, made up of two (2) Counselor III positions
and two (2) Classification Specialists. This need is based on statistical evaluations of inmate
population and workload from the 2017 staffing study as well as the American Jail Association
published standards. Final budget adjustments include an increase in salaries of $46,056.
The increase in purchased services is due to the increase in the inmate medical contract of
$228,333 and includes the option of an additional medical person available based on inmate
population levels.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Positions are
recommended based upon the workload demands as the inmate population grows. Medical
contract costs are also driven by the growing inmate population.
BOARD ACTION: Approved as recommended, including two (2) Counselor III positions and two
(2) Classification Specialists.
226
SHERIFF INMATE SERVICES
(CONTINUED)
1000-24410
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
227
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Security Unit - - 1000-24415
DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders
awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive
and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe,
and well -maintained jail.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED►
NEXT FY
FINAL
NEXT
FY
Personnel
Services
$ 15,747,713
$ 17,603,565
$ 18,433,885
$ 18,617,377
Supplies
154,268
66,210
57,258
57,258
Purchased
Services
48,620
110,003
153,504
153,504
Fixed
Charges
0
300,000
64,000
64,000
Capital
0
0
0
0
Gross County
Cost
$ 15,950,601
$ 18,079,778
$ 18,708,647
$ 18,892,139
Revenue
463,600
380,000
a
420,000
420,000
Net
County
Cost
$ 15,487,001
$ 17,699,788
$ 18,288,647
$
18,472,139
Budgeted
Positions
163.0
194.0
202.0
201.0
SUMMARY OF CHANGES:
Major changes in the Security Unit include an increase in Revenue anticipated from the opening
of the Southwest Substation Booking Intake, which will increase local municipalities' charges for
inmates housed in the Weld County facilities. There is also an increase in Revenue due to the
increase in jail population from many local municipalities as well.
Personnel has increased by 8.0 FTE. This is distributed as three (3) Grade 43 Booking Corporals
— one of which is a lateral move from the Support Services Unit (O►rg 21140). The increase is for
supervision needed at the newly opening Southwest Substation Booking Intake for 2019. The
request also includes five (5) new Grade 36 Detention Deputy III to work at the Southwest
Substation Booking Intake. This will allow for two deputies and one corporal to work one shift per
day, 7 days a week at the Southwest, with one deputy built in for relief based on the 2017
Detentions staffing study► completed. When that position is not at the Southwest Substation, it will
be used at the NJC to fill the continual staffing shortages. Final budget adjustments include an
increase in salaries of $292,077.
The increase in Purchased Services is mainly reflected in the SOG training needs, as turnover
has necessitated the continual training of new members of the unit. Because of the high liability►
of this particular unit, the training has proven to be mandatory. The decrease in Fixed Charges is
because the Retention Incentive offered in 2018 will not be repeated, however there is still money
requested specifically for a relocation incentive to hire new recruits, and for Supervisor specific
training for the Detentions Sergeants.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified based on growing inmate population.
228
SECURITY UNIT
(CONTINUED)
1000-24415
BOARD ACTION: The Sheriffs Office originally requested to move the Support Services Director
position to jail's Security, as a Corporal ($108,585). While there is absolutely a need for this
request, it has been re-evaluated over the past few months and determined that the Support
Services Director is also a critical position that the SO needs to function efficiently and effectively.
Therefore, the SO requested to remove this request and keep this position as it was originally
allocated — as a Grade 43 ($142,512) under Support Services. Therefore, the Corporal position
($108,585) was removed from this budget unit. Otherwise budget unit approved as
recommended, including the opening of the Southwest Substation Booking Intake Unit.
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL
ESTIMATED
PROJECTED
Work Outputs
Avg. Secure Jail
Population
Daily 713
748
785
Number of
Offenders Transported
to
22,009
23,109
24,264
Court Appearances
New Detention Deputies
Entering
99
100
110
Basic Training
Efficiency Measures
Detention
Division FTE's
per 7.62
8.37
f1��
8.59
10,000 Capita
Per capita
net cost $81.99
$90.38
$94.06
Avg. Medical Cost Per Inmate Daily $13.76
$13.52
$13.53
Avg. Food Cost
Per Inmate
Daily $2.88
$2.88
$2.82
Secure Facility Occupancy
Rate
91.5%
77.8%
81.6%
at713
at961
at961
Work Outputs
Avg. Secure Jail
Population
Daily 713
748
785
Number of Offenders Transported
to
22,009
23,109
24,264
Court Appearances
New Correctional
Officers Entering
99
100
110
Basic Training
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following
Sheriff's Office Summary page.
PLEASE NOTE: Detentions Division Efficiency Measures are calculated by combining Booking Unit (21110), Inmate Services (24410),
Security Unit (24415) and Courts and Transportation Unit (24420). These are the numbers used for calculations:
Total FTE in Detentions Division:
2017: 232
2018: 265
2019: 280
Population:
2017 (Actual): 304,600
2018 (Estimated): 315,300
2019 (Projected): 325,800
Per Capita Net Cost:
2017 Actual: $24,972,838
2018 Estimated: $28,496,965
2019 Projected: $30,646,196
229
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Courts and Transportation Unit - - 1000-24420
DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to
assist the District Attorney and the Courts of record in the county. 94 CV 419►, Div. I, 19th Judicial
District, August 17, 1994, ordered the Sheriff to provide security for the Weld County Courthouse.
This unit provides the transportation of inmates held on Weld County court orders in other
jurisdictions back to Weld County. Additionally, they are responsible to coordinate and facilitate
the transportation of inmates to and from the North Jail Complex to their court appearances at the
court complex. This budget unit supports the resources to comply with all of these requirements.
RESOURCES
BUDGETED
REQUESTED
FINAL
ACTUAL
LAST
FY
CURRENT
FY
NEXT FY
NEXT
FY
Personnel
Services
$ 2.329,174
$ 2,395,874
$ 2,787,221
$ 2,988,260
Supplies
35,605
22,112
15,044
15,044
Purchased
Services
605,036
580,518
562,037
562,037
Fixed
Charges
0
0
0
0
Capital
19,380
0
0
0
Gross County
Cost
$ 2,989,195
$ 2,998,504
$ 3,364,302
$ 3,565,341
Revenue
31,176
35,000
35,000
35,000
Net
County Cost
$ 2,958,019
$
2,963,504
$ 3,329,302
$ 3,530,341
Budgeted
Positions
24.0
24.0
29.0
29.0
SUMMARY OF CHANGES: Personnel requests have increased by four (4) Grade 36 positions
based on the increase of needs requested at the Courthouse. The other position is a requested
move from the Booking Unit — Org 21110 to reclassify the position, and reallocate it where it
belongs.
The rest of the budgeted amounts decrease slightly based on past expenditures and moving
requests like non -lethal weapons to the Quartermaster position under Org 21140.
Final budget adjustments include an increase in salaries of $201,039.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended, including the four additional positions.
PERFORMANCE MEASURES: Included in Security Unit (1000-24410) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
230
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'
facilities due to the overcrowding of Weld County's jail.
RESOURCES
FINAL
ACTUAL
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
LAST FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased
Services
0
1
0
0
0
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
0
0
0
0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on -site jail capacity►. This indication, however, is based upon reasonable
forecasts about the future and does not account for unforeseen impacts on jail utilization during
2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES: See Security Unit budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
231
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County -wide Communications - - 1000-22100
DEPARTMENT DESCRIPTION: The Weld County Regional Communications Center (WCRCC)
provides dispatch services for 18 law enforcement agencies, 20 fire departments, 3
rescue/ambulance departments, plus local government including public works. Weld County
assumed management of the WCRCC on September 2, 2013.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT
FINAL
NEXT
FY
FY
Personnel Services
$ 5,981,710
$ 6,413,922
$ 6,999,289
$ 6,999,289
Supplies
70,849
36,502
39,359
39,359
Purchased
Services
988,21
a
1,508,712
1,591,832
1,591,832
Fixed Charges
11,943
0
0
0
Contra
Account
0
0
0
0
Capital
0
270,643
75,000
75,000
Gross County
Cost
$ 7,053,423
$ 8,229,779
$ 8,705,480
$
8,705,480
Revenue
2,655,528
3,374,252
3,752,784
3,752,784
Net
County
Cost
$ 4,397,895
$ 4,855,527
$ 4,952,696
$ 4,952,696
Budgeted
Positions
62
71
78
78
SUMMARY OF CHANGES: The gross county cost is up $475,701 and net county costs are up
$97,169. The major increase is for seven FTE's comprised of four dispatch positions, and three
call takers for a total of $499,851. The 3% cost of living is included in the recommended budget
to provide users their 2019 charges by June 1st. Greeley Police will be reimbursing for the two
dispatchers to allow additional service of splitting their call channel ($237,719).
Supplies are up $2,857 for membership and general supplies. Purchased Services are up
$83,120 primarily for Spillman ($44,910), and software. Capital is funded at $75,000 for the radio
maintenance and inventory management software.
232
COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (CONTINUED): Revenues are based upon the new user rate
structure adopted by the Board on December 29, 2014, which began charging all agencies for
10% of the actual cost in 2016 and progressively increasing the actual cost by 2.5% each year
until 2020, when the user rates will be 20% of actual costs for dispatching based on the prior four
year average of call volume. Fire and law users will each have their own rate based upon dispatch
console assignment. The costs include the total operational costs and infrastructure depreciation,
less what the E911 Authority contributes. For 2019, users will be paying 17.5% of actual costs,
so they will be charged $1,207,682 under the formula. E911 will pay $1,815,000 and Banner will
pay $400,505. Greeley Police will pay $237,719 to fund two dispatchers to allow the additional
service of splitting their call channel. In addition, there is revenue from tower rentals of $66,946,
the Niwot tower maintenance of $8,000 and loan repayment of $17,932 for total revenue of
$3,762,784.
FINANCE/ADMINISTRATION RECOMMENDATION: The increase of seven FTE's comprised of four
dispatch positions, and three call takers for a total of $499,861 is a policy issue for the Board.
Based upon a re-evaluation of the workload data in July it appears the seven positions are not
needed at this time. It is recommended that the funding remain in the budget, but administratively
freezing the positions until workload justifies filling them.
BOARD ACTION: Approved as recommended with funding remain in the budget for the seven
positions, but administratively freezing the positions until workload justifies filling them
PERFORMANCE MEASURES
ACTUAL
ESTIMATED PROJ ECTED
Work Outputs
E-911
Calls
110,675
116,208 122,000
Non -911 Calls 297,442
312,314 320,000
CAD Incidents for Law and Fire/Ambulance 493,272
505,000 520,000
EMD Calls 28,306
29,500 30,000
Wireless Subscriber Service Tickets 328
600 900
Efficiency Measures
FTE's per 10,000 per Capita
2.10
2.25 2.39
Per Capita
Cost
- Operating
Budget $14.44
$15.40 $15.20
EMD Call
per FTE 456
416 385
CAD Incident
per FTE 7,956
7,110 6,670
233
COMMUNICATIONS
(CONTINUED)
1000-22100
Goal PS WCRCCI: To answer
90% of 9-1-1
calls
during the
average busy
hour each day within 10
seconds.
DESIRED
PRELIMINARY
ACTUAL
PROJECTED
PERFORMANCE
OUTCOMES
ESTIMATED
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PS WCRCC 1-1:
Improve customer
Percentage
10 seconds
of calls
answered
within
90.04%
90%
90%
service
critical
emergency
services.
in the
components
dispatch
most
of
Coal
seconds.
PS
WCRCC
2: To
answer 95% of 9-1-1
calls
during
the
average
busy
hour each
day within
20
DESIRED
PRELIMINARY
ACTUAL
PERFORMANCE
ESTIMATED
OUTCOMES
PROJECTED
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
PS WCRCC 2-1:
Improve customer
Percentage
20 seconds
of calls answered
within
98.45%
97%
95 0
service in the
critical components
emergency dispatch
services.
most
of
Goal PS Wireless 1:
Resolve
all
Wireless
Subscriber
Service
Requests
within
20 days (includes repairs)
DESIRED
PRELIMINARY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
Improve
PS
service
County
Users.
-Wireless
to
Radio
customer
Weld
1-1:
System
Resolve all
requests with
(includes repair/replacement)
subscriber
20 days
service
of
report.
95.4%
95%
95%
234
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development - -1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county -wide
communications system and replacement plan for radios.
RESOURCES
ACTUAL
FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT
NEXT
FINAL
FY
LAST
FY
Personnel
Services
$ 0
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
Capital
49,938
3,738,985
0
0
Gross County Cost
$ 49,938
$ 3,738,985
$ 0
$ 0
Revenue
0
1,934,471
0
0
Net
County Cost
$ 49,938
$ 1,804,514
$ 0
$ 0
Budgeted
Positions
0
0
0
0
SUMMARY OF CHANGES: Since 2013, Weld County has funded $950,000 per year, for the
Communications System Reserve for future communications systems upgrades. In 2011, the
Board approved budgeting Communications system upgrade funding in the Capital Expenditure
Fund. The E911 Authority also has a capital funding and capital reserve program to replace E911
capital items that they fund annually. Beginning January 1, 2019, the increased E91 surcharge
from 70 cents to $1.20 per month will raise an additional $1.67 million per year for a total of
$2,225,000 for capital dedicated to fund the 2019-2028 Communications Capital Plan. The
county's Capital Expenditure Fund will fund $190,000 per year for equipment and fund the building
facilities, which are estimated to be $6 million over the ten-year period averaging $600,000 per
year. No funding will be placed in this budget in future years with the new funding plan for the
2019-2028 Communications Capital Plan.
At the end of 2019, there will be a reserve of $850,000 in the Capital Expenditure Fund for
communications equipment, and the E911 Authority will have a reserve of approximately
$615,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
235
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Public Safety Information System - - 1O00 -224O0
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer -aided dispatch, criminal records
management, jail records management, and prosecution system.
RESOURCES
LAST
FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT
NEXT
FINAL
FY
ACTUAL
FY
Personnel
Services
$ 1,025,819
$ 1,211,989
$ 1,225,627
$ 1,225,627
Supplies
345,058
15,355
889,658
889,658
Purchased
Services
758,763
684,626
27,000
27,000
Fixed
Charges
0
0
0
0
Contra
Account
-622,048
-725,890
-770,800
-770,800
Capital
554,252
162,000
60,000
60,000
Gross County
Cost
$ 2,061,844
$ 1,348,080
$ 1,431,485
$ 1,431,485
Revenue
373,229
502,040
462,480
462,480
Net
County
Cost
$ 1,688,615
$ 846,040
$ 969,005
$ 969,005
Budgeted
Positions
8.0
9.0
9.0
9.0
SUMMARY OF CHANGES: The gross county costs are up $83,405, and net county costs are
up $122,965. The 3% cost of living plus step increases are included in the recommended budget
to provide the Greeley Police and E911 their 2019 charges by June 1st.
Supplies and Purchased Services under the IT organization have been restructured to align with
IT accounts. Supplies and Purchased Services are up $216,677. New and replacement
equipment is funded at $208,000, software for Spillman is $615,858 and other software of
$64,800. Miscellaneous services and supplies are $4,800. Capital is funded at $60,000.
The contra account for the E911 reimbursement for the CAD portion of the system is $770,800.
Revenues include $462,480 for charges to Greeley Police for the Records portion of the system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
236
PUBLIC SAFETY INFORMATION SYSTEM
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outputs
Service Tickets
Efficiency
Measures
3,523 3,701
3,750
FTE'S
per 10,000/capita
0.295 0.285 0.276
Per capita
cost (county
support)
$5.54 $2.68 $2.97
Goal PS WCRCC 3:
To resolve
Severe/Immediate/Urgent
Issues 100 % monthly.
PRELIMINARY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
DESIRED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
PS WCRCC 3-1:
Improve customer
Resolve
severe/immediate/urgent
issues
100%
100%
100%
100%
monthly.
service
safety
agencies
to public
Goal PS WCRCC
4:
To resolve all
Service
Requests
90% monthly.
DESIRED
PRELIMINARY
PERFORMANCE
ACTUAL
PROJECTED
OUTCOMES
OBJECTIVE/KEY
ESTIMATED
PERFORMANCE INDICATOR(S)
PS
Improve
service
safety
WCRCC
agencies
customer
to public
2-1:
Resolve
monthly.
all service requests 90%
95%
100%
100%
Goal PS WCRCC 5: Implement
a new
public
safety
information
system.
PRELIMINARY
PERFORMANCE
ACTUAL
PROJECTED
DESIRED
OUTCOMES
OBJECTIVE/KEY
ESTIMATED
PERFORMANCE INDICATOR(S)
PS WCRCC5-l:
Implement a new
public safety
information
system
Implementation
0%
0%
50%
237
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Public Safety Wireless Communications - - 1000-22500
DEPARTMENT DESCRIPTION: Provides wireless communication maintenance of radio
equipment for all Weld County Regional Communications Center (WCRCC) users which are for
18 law enforcement agencies, 20 fire departments, 3 rescue/ambulance departments, plus local
government including public works. Weld County began offering this service in-house June 2018.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT
NEXT
FINAL
FY
FY
Personnel Services
$
0
$
0
$ 150,642
$ 150,642
Supplies
0
0
3,150
3,150
Purchased
Services
0
0
28,259
28,259
Fixed Charges
0
0
100,104
100,104
Contra
Account
0
0
0
0
Capital
0
0
6,180
6,180
Gross County
Cost
$
0
$
0
$ 288,335
$
288,335
Revenue
0
0
288,335
288,335
Net
County
Cost
$
0
$
0
$ 0
$ 0
Budgeted
Positions
0
1.0
1.0
1.0
SUMMARY OF CHANGES: This is the first year for this budget. The gross county costs are
$288,335, and net county costs are up $0. The 3% cost of living plus step increases are included
in the recommended budget to set 2019 service rates.
Supplies total $3,150 for operating supplies. Purchased Services total $28,259 for training
($14,793), memberships ($230), telephone ($1,236), and vehicle costs ($12,000). Capital
includes computer costs of $6,180. Fixed costs include miscellaneous costs of $100,104 for
overhead costs, contingencies, and capital reserve.
Revenues include $288,335 for full cost recovery for the radio maintenance services.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
238
PUBLIC SAFETY WIRELESS COMMUNICATIONS
(CONTINUED)
1000-22500
PERFORMANCE MEASURES
Work Out
• uis
support)
PROJECTED
ACTUAL
ESTIMATED!
0
0.000
$0.00
0 2,600
0.032 0.031
$0.00 $0.00
Service
Efficiency
Measures
Tickets
per
10,000/capita
cost (county
FTE'S
Per capita
239
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies
are performed in all cases of suspicious death, or at the discretion of the Coroner's or District
Attorney's Office. State laboratories are available in Denver, however, Weld County's Coroner
employs the registered pathologists and laboratory facilities of McKee Medical Center.
RESOURCES
REQUESTED
FINAL
ACTUAL
BUDGETED
LAST FY
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel Services
794,246
$ 874,021
$ 957,962
$
954,238
Supplies
10,280
25,800
24,200
24,200
Purchased
Services
405,827
343,950
372,466
372,466
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,210,352
$ 1,243,771
$ 1,354,628
$ 1,350,904
Revenue
60
500
0
0
Net
County Cost
$ 1,210,293
$ 1,243,271
$ 1,354,628
$
1,350,904
Budgeted
Positions
7
9
10
10
SUMMARY OF CHANGES: Personnel Services are up $83,941 due to a mid -year Medicolegal
Investigator position approved by the Board on March 28, 2018, due to workload. Final budget
adjustments include a decrease in salaries and benefits of $3,724.
Supplies are down $1,600 primarily in small items of equipment ($2,600) with an offsetting
increase of $1,000 in medical supplies. Purchased Services are up $28,516 primarily in medical
services for autopsies ($55,916) and memberships ($1,200) with offsetting reduction in vehicle
costs ($25,000), and travel ($2,600). The requested change reflects the increase in the total
number of cases and total autopsies. While holding per -autopsy costs at current levels, the first
six months of 2018 has seen an increase of 7% in total scene -response cases and a 22%
increase in autopsies.
In Fleet Services, there is $37,600 for the replacement of Truck 165.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Board
previously approved the added position. Other line item changes appear justified based upon the
increased number of cases and historical expenditure patterns.
BOARD ACTION: Approved as recommended.
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
Work
Outputs
cases
investigated
reviewed
support)
toxicology)
ACTUAL
ESTIMATED
PROJECTED
1,422
0.293
$3.86
$1,333
1,500
676
227
0.285
$4.21
$1,333
730
253
1,550
0.276
$4.15
1,333
812
270
Total
Number
Number
Efficiency
number
of
of
full
cases
Measures
of
autopsies
TEs
capita
per
per
10,000/capita
cost
autopsy
(county
(with
Per
Cost
STRATEGIC GOALS
Goal PS l: Continually
adjust
to
meet
readiness and service needs
DESIRED
PROJECTED
PRELIMINARY
PERFORMANCE
ESTIMATED
ACTUAL
OBJECTIVE/KEY
OUTCOMES
PERFORMANCE INDICATOR(S)
PSC
Investigative
cycle
time
1-1:
report
All
investigative
to
the supervisor
reports
within
assignment.
are submitted
14 days
of
55%
85%
90%
PSC -:
'
Improve response
Response
times measured
by dispatch
New
7to5PM:
After
0%
hours:
85%
7to5PM:
After
70%
85%
hours:
times
to scenes
by
10% during
AM to
after
5 PM
from
and
hours
7
15%
time report
information.
241
CORONER
(CONTINUED)
1000-23200
Goal
PS C2: Enhance professionalism
and
promote
department
excellence.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
INDICATOR(S)
Improve
reporting
PS C2-1:
case
efficiency
Conversion
specific software,
and duplication
from Spillman to
saving report
of effort
coroner
time
-
New
100%
100%
PS C2-3:
Formal, documented
trainin for staff
,g
members twice each
month, offered in an
asynchronous format
Using
resources,
in-house
provide
each
and
staff
job
other cost -saving
-specific training
member
85%
100%
100%
to
Provide
through
individualized
structured
improvement
staff
Wellness
PS
members
participating
the
C2-4:
���
wellness
County
Program
an
and
plan
Using
provide
individualized
and year -long
improve
increasing
existing
voluntary
Department
programming
employee
wellness
county
participation
resources,
assessments
intended
efficiency
wellness
in
by
to
New
e�
75%
Goal PS C3: Maintain highly -qualified
staff
to meet
the
present
and future
needs
of
the
Department
DESIRED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
PRELIMINARY
PERFORMANCE
INDICATOR(S)
National
PS
for all
investigators
certification
C3
eligible
-l:
nationally
Assure
within
that
every investigator
or state
year of employment.
-certified
is
90%
100%
100%
y -certified
first
PS
Meet
education
required
Coroner
and Training
C3-2:
continuing
by
Standards
hours
the
state
Board
Assure
compliant
Standards
continuing
that
education
with
the
and
required
Coroner remains
Coroner
Training Board
requirements
100%
100%
100%
242
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 1000-24100
DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to
the Court about newly arrested persons entering the jail, and offer recommendations on possible
safe release options of these persons. They also provide supervision methods for selected
defendants released from jail before trial in order to decrease any unnecessary and costly pretrial
incarceration, to assure that they will appear and answer before the Court and to reduce any
future criminal acts. Department also provides administrative support to the Criminal Justice
Advisory Committee (CJAC).
RESOURCES
Personnel Services
ACTUAL
LAST FY
$ 797,961
4,'
BUDGETED REQUESTED
CURRENT FY NEXT FY
$ 967,916
FINAL
NEXT FY
$ 1,122,567 $ 1,048,747
Supplies
8.043
48.045
37,000 37,000
Purchased Services
50.790
47.850
47,350 47,350
Gross County Cost
$ 856,794
$ 1,063,311
$ 1,206,917 $ 1,133,097
Revenue
33 744
39.000
39.000
39,000
Net County Cost
$ 823,050
$ 1,024,311 $ 1,167,917 $ 1,094,097
Budgeted
Positions
9.5
11.50
13.50
13.50
SUMMARY OF CHANGES: The department is requesting an increase in Personnel Services to
fund 2.0 FTE Pretrial Services Specialists, both at Grade 27, Step 1 ($154,651). The positions
are needed to handle continued high demand and associated workloads to assist the Courts and
judicial officials determine the release of certain defendants from jail and in the supervision of
defendants in the community on bond.
Supplies costs down $11,045 due to software maintenance costs.
Final budget adjustments include a decrease in salaries of $73,820.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the budget
including the two additional positions. The caseload increase justifies the increase in personnel.
Positions produce cost -avoidance at the jail and efficiencies to assure public safety and
appearance of defendants to court hearings.
BOARD ACTION: At the September 18, 2018, Early Warning Budget Work Session the Board
approved the two additional Pretrial Services Specialists to be hired immediately due to the
growing caseload. All other items approved as recommended.
243
PRETRIAL SERVICES
(CONTINUED)
1000-24100
PERFORMANCE MEASURES
Work
out•
uts
Risk
Pretrial
Notifications
Assessments
Supervision
ACTUAL
ESTIMATED PROJECTED
3,426
(ADP) 900
4,000
.377
$2.70
3,490 3,600
970 1,000
4,000 4,300
.364
$3.25 $3.36
.414
Pretrial
Defendants
Court
Efficiency
Services
on
Date Call
Measures
FTE's
capita
per
10,000/capita
net cost
Per
Goal
supervision
supervision
PS JS1:
services;
in
reduce
community.
assure
the cost of pretrial
defendant court
incarceration
appearance
and
through effective pretrial release
no new law enforcement
contact
and
while on
the
To
DESIRED
OUTCOMES
ACTUAL
PROJECTED
DESIRED
OUTCOMES
ESTIMATED
judicial
PS
Pretrial
Services.
county
by
release
recommendation
s
supervision
defendants
reasonably
assure
those
conditional
release
court
engage
criminal
pending
trial
sentencing.
formulating
and
JS
and
and/or
-1:
providing
on
and
officials
that
return
in
activity
their
do
Assist
of
that
not
to
use
supervision
community;
evidence
high
in
variable
the
defendant
for
and
expense
jail.
pretrial
of
based
assure
public
to
defendants
cost
help
risk
release
safety;
of
court
3,426
defendant
risk
assessment
s
and
defendants
on
daily
supervision
$4,032,945
at
the
average
jail
900
3,490
defendant
assessments
at
970
defendants
supervision
$4,137,295
the
jail
risk
and
on
3,600
projected
defendant
assessments
at
1,000
projected
defendants
supervision
$4,275,495
the
jail
risk
and
on
To
practices
assessment
and
in the
appearance
and
Estimated
avoidance/savings
manage
operating
PRETRIAL SERVICES
(CONTINUED)
1000-24100
justice
Goal PS JS2:
system
delivery. Use this
for Weld County.
To assist the Criminal
policy makers
information
Justice
to analyze,
to regularly
problem
update
Advisory Committee
solve and
and maintain
create
(CJAC)
efficiencies
long-term
be a resource to
to overall service
resource and
local
capital
needs
ACTUAL
DESIRED
PROJECTS
DESIRED OUTCOMES
ESTIMATED
D
OUTCOMES
the
PS
Provide
professional
staffing
coordination
facilitate,
advance
work.
JS
committee;
-2:
and
their
CJAC.
and
to
take
Set
distribute
BOCC;
Provide
coordination
agencies.
meeting
meeting
maintain
analysis,
to
dates,
members
minutes
with
agendas,
CJAC
and
justice
and
and
Bylaws.
system
the
Four
meetings
to six
Four
meetings
to six
Four
meetings
to six
PS JS -3: Court
Improve efficiencies and
cost
85%-90%
85-90%
85-90%
Date
avoidance
at
the Weld
County
Appearance
Appearance
Appearance
Notifications.
Jail,
for the 19th
Judicial
District
Rate
to
Rate
to
Rate to
Provide call
courts
and
for local law
Division A
Division A
Division A
ahead
to
scheduled
court
defendants
reminders
hearings.
for
enforcement agencies.
(first
appearance
court,
summons)
via
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Work Release - - 24125 (Formerly 1000-24425)
DEPARTMENT DESCRIPTION: Section 18-1.3-106, C.R.S., allows for the operation of jail
alternative programs to be used by the court in sentencing. This unit offers a cost effective
alternative to secure custody for low risk offenders.
RESOURCES
ACTUAL LAST
BUDGETED
REQUESTED
FINAL
FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,376,487
$ 1,390,489
$ 1,545,140
$ 1,770,538
Supplies
18,114
27,690
28,090
28,090
Purchased
Services
166,789
187,498
187,098
217,098
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,561,390
$ 1,605,677
$ 1,760,328
$ 2,015,726
Revenue
744,820
964,350
964,350
964,350
Net
County Cost
$ 816,570
$ 641,327
$ 795,978
$ 1,051,376
Budgeted
Positions
16.0
17.0
19.0
21.0
SUMMARY OF CHANGES: Offender placements are increasing. The department is requesting
an increase in Personnel Services of 2.0 FTE Client Managers (security -line staff), both at Grade
27, Step 1 ($154,651) to handle high demand and associated workloads to assist the Courts and
main jail for alternative sentencing placement options.
Supplies are up $400 for software maintenance.
Final budget adjustments include an increase in salaries of $69,642.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the budget
including the two additional positions. The caseload increase justifies the increase in personnel.
Positions produce cost -avoidance at the main jail, efficiencies for the Courts and the safe reentry
of lower risk offenders in the community.
BOARD ACTION: BOARD ACTION: The Board at the Sptemberl 8, 2018 Early Warning Budget
Work Session approved the two additional Client Manager positions, plus a third Client Manager
position ($78,431) and one Case Manager position ($77,325) to be hired immediately to bring the
work release facility to its full capacity of 224 beds to relieve the jail population. Also, another
$30,000 was added to supplies to accommodate the increased capacity. All other items approved
as recommended.
246
Work Release J Electronic Monitoring
(Continued)
1000-24125
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Avg.
Avg.
FTE's
Work
Electronic
per
10,000/capita
Release
Home
Clients
Monitoring
- ADP
- ADP
160
.558
180
70
.558
185-190
75
75
.645
Per capita
net
cost
$2.51
$2.03 $3.23
Goal
effective
PS J 4:
offender
provide safe and less expensive sentencing
services for seamless community re-entr.
alternatives to
the use of jail; deliver
To
PRELIMINARY
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
PROJECTED
ESTIMATED
PERFORMANCE
INDICATOR(S)
PS JS4-1:
Offender
160
ADP
- Work
180
ADP
- Work
185-190
ADP
-
Alternative
utilization
by
Release
Release
Work
Release
Programs -
providing
less
Provide safe,
costly
sentencing
community
based
alternative
to jail
70 ADP
—
75
ADP
75 ADP
—
—
alternative
incarceration for
Electronic
Electronic
Electronic
sentencing
adult convicted
Monitoring
Monitoring
Monitoring
placement options
for eligible adult
offenders;
offenders
by
ordered
the Courts,
in
lieu of traditional
Offenders
100%
1OO%
1O0%
jail
sentence.
participating
in
Ensure offenders
educational
and/or
are given
employment
opportunities &
programming;
and
access
to
resources;
Estimated
variable
I 840,000
I 945.000
$997,500
treatment
and
cost savings
of
employment
programs
to
services, while
taxpayers for
living in a staff-
clients'
average
secure correctional
length of stay at
setting or on
Work Release
electronic
Facility
(excludes
monitoring
home
electronic
home
confinement
monitoring
placements).
247
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Adult Diversion Services — 1000-24150
DEPARTMENT DESCRIPTION: Adult Diversion Services offers persons charged with criminal
offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff screens
defendants for acceptance into the program and develop service plans to address defendants'
risks and needs. Completion of the program will result in dismissal of charges or its equivalent.
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
FINAL
ACTUAL
LAST FY
CURRENT
FY
NEAT
FY
Personnel Services
$ 73,186
$ 75,612
$
99,213
$ 99,213
Supplies
0
500
500
500
Purchased
Services
1,134
500
500
500
Gross County
Cost
$
74,320
$ 76,612
$ 100,213
$ 100,213
Revenue
16,779
14,000
16,000
16,000
Net County Cost
$ 57,541
$ 62,612
$ 84,213
$ 84,213
Budgeted
Positions
1
1
1.25
1.25
SUMMARY OF CHANGES: As indicated earlier in the Juvenile Diversion budget unit 1000-15200
in order to accurately reflect the work that is occurring, $18,341 of the Diversion Directors salary
will be funded through Adult Diversion Services. Funding a portion of the Diversion Director salary
through Adult Diversion Services allows the Director to be more responsive to the needs of the
community and accurately account for where time is spent on a program basis.
Revenue increase of $2,000 is based on increase in caseload in Adult Diversion, which results in
increases program fees.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
inclusion of the $18,341 of the Diversion Director's salary.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
248
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - 24200 & 24220
DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are authorized
under Title 17, Article 27 of the Colorado Revised Statute to administer funds allocated by the
Colorado legislature through the Division of Criminal Justice (DCJ) for administration and
placement of offenders into community corrections programs. The Weld County Community
Corrections Board, under the authority of the Board of Commissioners of Weld County,
sub -contracts with selected vendors to provide residential and/or non-residential supervision
services of adult felony offenders sentenced directly to these programs, or in lieu of, or as a
transition from prison. Justice Services oversees all aspects to the administration of community
corrections.
RESOURCES
NEXT
FINAL
FY
ACTUAL
BUDGETED
CURRENT
FY
REQUESTED
LAST FY
NEXT
FY
Personnel
Services
$ 59,742
$ 60,793
$ 63,730
$ 63,730
Supplies
2,770
6,000
6,000
6,000
Purchased
Services
2,856,856
2,850,625
2,925,241
2,925,241
Fixed
Charges
0
25,051
25,501
25,501
Capital
0
0
0
0
Gross County
Cost
$
2,919,368
$ 2,942,469
$ 3,020,472
$ 3,020,472
Revenue
2,865,874
2,942,469
3,020,472
3,020,472
Net County Cost
$ 53,494
$ 0
$ 0
$ 0
Budgeted
Positions
1
1
I
1
SUMMARY OF CHANGES: Average daily residential and non-residential offender populations
at the community corrections facility remain stable. State allocation for SFY 18/19: $2,564,829 for
Residential Services for Diversion, Transition and Condition of Parole placements; $55,013 for
Non -Residential Diversion Services, $100,000 for Offender Correctional Treatment Support
Services, $47,205 for Residential Condition of Probation Placement Services, $119,854 for
Facility Payment funding to mitigate vendor staff turnover and promote evidence based
programming, $13,901 for Offender Subsistence Support and $119,670 for Community
Corrections Board and department administration. Lease amount to vendor to use the Community
Corrections Facility at $296,616 per year and is listed under Budget Unit #1000-90100.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100%
paid by the State of Colorado.
BOARD ACTION: Approved as recommended.
249
COMMUNITY CORRECTIONS ADMINISTRATION
(CONTINUED)
1000-24200 & 24220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Intervention Community Correction Services:
Total Average Daily Populations of Offender
Populations by Type - Residential Transition,
Residential Diversion, Non -Residential Diversion
and IRT Placements:
Efficiency Measures
FTE's per 10,000/capita
250 250 250
0.032
0:032
0.031
the
Goal
Weld
Department
Community
PS
JSS: To
County Community
of Public
provide
safe and
Corrections
Safety and the
Facility.
less
expensive
Department
Board,
alternatives
various
of
contracts
Corrections,
to the
use of jail and
and agreements
provide oversight
with
prison;
the
of
administer
Colorado
selected
the
and
of
vendors
Corrections
DESIRED
PRELIMINARY
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
PS JS3-1:
Cost
savings
by providing
a less costly
160
residential
160 residential
160 residential
Community
alternative
jail and
prison
(ADP)
(ADP)
(ADP)
Corrections
-
incarceration
for adult
convicted
Provide
safe,
offenders;
50 non-
50 non-
50 non -
community
based
residential
residential
residential
correctional
placement for
Recidivism
rates
for offenders,
eligible adult
completing the
Community
2-3%
2-3%
2-3%
offenders ordered
Corrections Program is substantially
by
the Courts
lower after release
than offenders
and/or Department
either
released
from prison or placed
of Corrections.
directly
on parole.
Ensure offenders
are given
All offenders participate in some form
240
240
240
opportunities &
of educational and/or vocational
access to resources;
programming.
treatment
and
employment
Receive, manage, and process all
$2,903,305
$2,942,350
$3,020,471
services, while
community
corrections
funds from
the
living in staff-
State;
secure correctional
setting
Cost
avoidance/savings ratio
of
$1,800,000
$1,800,000
$1,800,000
Community Corrections
Programs to
County.
250
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100
DEPARTMENT DESCRIPTION: Building Inspection administers building codes, reviews plans,
and makes on -site inspections during each phase of construction to insure minimum requirements
are met. The Department also assists Weld County citizens in understanding and applying the
International Building Code for utmost construction safety.
RESOURCES
BUDGETED
NEXT
FINAL
FY
ACTUAL
LAST
FY
REQUESTED
NEXT
FY
CURRENT
FY
Personnel Services
$ 1,012,462
$ 1,049,099
$ 1,139,699
$ 1,180,033
Supplies
72,209
107,738
82,000
82,000
Purchased
Services
95,956
108,504
102,923
102,923
Fixed Charges
174,027
147,217
165,226
165,226
Capital
0
0
0
0
Gross County
Cost
$
1,354,654
$ 1,412,558
$ 1,489,848
$ 1,530,182
Revenue
2,694,148
2,650,000
2,650,000
2,650,000
Net County
Cost
$ -1,339,494
$ -1,237,442
$ -1,160,152
$ -1,119,818
Budgeted
Positions
12.00
12.00
13.00
13.00
SUMMARY OF CHANGES: Personnel Services are up $90,600. The department requested an
additional Plans Examiner I. Recent numbers and building department activity have picked up
and there is a need for the position. This position will also assist on the inspections division which
has also seen an uptick in inspection activity. The Board approved the position mid -year at a work
session on July 10, 2018, effective immediately.
Supplies are down $25,738 for software maintenance. Purchased Services are down $5,581
primarily in vehicle costs ($11,581) with offsetting increases in publications and subscriptions for
code books ($4,500), and travel ($1,500). Fixed Costs for chargebacks from Planning are up
$18,009.
Final budget adjustments include an increase in salaries of $40,334.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The new position
has been approved mid -year by the Board. Other line -item changes are reflective of historical
spending patterns.
BOARD ACTION: Approved as recommended.
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Field
Inspection
Work
Out•
uts
24'17
12018)
(2019)
Number of Building Permits Issued
2,258 2,270
2,300
Number of inspections
performed 23,474 24,200
25,500
Avg. # of inspections per Inspector
18.85
19.17
19.5
Number of Inspectors
5 5
5
Number
miles
driven
by Inspectors
143,000 145,000
146,000
Walk-ins 5,553 6,000
6,200
Number
of Plan
Reviews 2,118 2,200
2,350
Number
of Plan
Examiners 2 2
3
Number
of Building
Compliance
violations
63 70
72
Number
of
Building
Complaints
64 68
70
Number
Compliance
cases closed
65 70
71
Number
of
Building
Compliance
Officers I
1
1
252
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal
CED
7:
Ensure safe construction
throughout
unincorporated
Weld
County,
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
ACTUAL
PROJECTED
OBJECTIVE/KEY
ESTIMATED
PERFORMANCE INDICATOR(S)
CED7-1:
Conduct
quality
reviews
inspections
following
adopted
safe
plan
and
codes
and
Attendance
Examiner/Building
Official/Tech
Maintenance
of each Plans
Inspector/Building
at 2 ICC classes (7
of appropriate certifications
staff)
100%
18
100%
18
100%
18
Coal
and
CED
builders
8:
through
Increase
education,
knowledge
and
understanding
of adopted
codes
to
citizens,
homeowners, contractors,
DESIRED
PRELIMINARY
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
PROJECTED
ESTIMATED
PERFORMANCE
INDICATOR(S)
CED 8-1:
To
Revise
handouts
and update
website
100%
100%
100%
ensure current
and
quarterly
updated
information
is
available
to
the
public
and
on
website
handouts
Ensure routine
Host/attend
two Building
Trades
2
2
,,
communication
Advisory meetings
per year
with
builders and
contractors
Ensure inspectors
Plans
examiner
present
to the Building
4
4
4
have
more
Official
any
changes to
code
quarterly
handouts
in the
field for a non-
technical
audience
Consistent
Provide
"team
training" in the field to
3
3
3
inspections
ensure consistency
by inspectors
conducted
in the
field
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal
CED
9:
Maintain
quality,
professional
and
timely
site inspections.
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
ACTUAL
PROJECTED
INDICATOR(S)
ESTIMATED
CED 9-1:
Percentage
of complete
records
100%
100%
100%
Maintain
of
expirations
inspections
ensure
current:
permit
permits
a record
and
to
are
turnaround
Provide 24
for inspections.
-hour
time
Percentage
inspections
of 24 -hour
(measured
turnaround
by complaints)
99%
99%
99%
Ensure
of
inspections
appropriate
follow-up.
timeliness
entering
and
Maintain proficiency in Accela
information is updated and available
to
ensure
95%
95%
100%
Provide
review
within
policy time
plan
turnaround
current
frame.
Review
with
complaints
plans in a
policy time frame
timely
—
manner
measurable
current
by
100%
100%
100%
Return
call and
within
customers
questions
24
hours.
Measurable by number of complaints
annually
100%
100%
100%
levels
Maintain
customer
with
existing
quality
service
staff
Measurable
by annual complaints
100%
100%
100%
254
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
Cou nty.
RESOURCES
REQUESTED
FINAL
ACTUAL LAST
BUDGETED
FY
CURRENT FY
NEXT FY
NEXT FY
Personnel
Services
$ 427,786
$
469,089
$ 475,289
$ 490,362
Supplies
23,102
76,850
76,850
76,850
Purchased
Services
347,681
418,986
414,886
414,886
Fixed
Charges
14,321
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 812,890
$ 964,925
$ 967,025
$ 982,098
Revenue
75,355
6,000
6,000
6,000
Net
County
Cost
$ 737,535
$ 958,925
$ 961,025
$
976,098
Budgeted
Positions
2 FTE
2
FTE
2 FTE
2 FTE
7
PT
10
PT
10
PT
10
PT
SUMMARY OF CHANGES: Budget is up $2,100. The department has requested the
reclassification of the Field Operations Coordinator to Foreman ($6,200). Tree trimming and tub
grinding of trees has been increased $5,000, and grants have been reduced $9,100 with the
removal of Diffuse Knapweed costs.
Final budget adjustments include an increase in salaries of $15,073.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
reclassification of the Field Operations Coordinator to Foreman.
BOARD ACTION: Approved as recommended, including the promotion of the Field Operations
Coordinator to Foreman.
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
Work
Outputs
Miles
(Only
in
noxious
2017)
support)
weeds
PROJECTED
ACTUAL
ESTIMATED
2,400
7,500
being 2,100
.064
$2.42
2,400
7,500
2,100
.062
$3.04
2,400
7,500
2,100
.061
$3.00
Mowing
Spraying
Acres
sprayed
Efficiency
Sprayed
Lane
beginning
Lane
Measures
Miles
FTE's
Per
capita
per
10,000/capita
cost
(county
Goal TPW9:
compliance with
Implement
the law through
the Colorado
public
Weed
education
Management
and
Act on County properties and
in assist landowners
with
assistance.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
ARY
PERFORMANCE
ESTIMATED
OBJECTIVE/KEY
ACTUAL
PROJECTED
INDICATOR(S)
landowners
TPW9-1:
Respond
and
one
to
emails
working
calls
from
within
day.
98%
contacts
day.
of citizen
responded
and landowner
to within
generated
one working
100%
100%
100%
TPW9-2:
Perform
weed
Weld
owned
noxious
control
County
properties.
on
all
95%
Weld
for
of non -roadway
County sprayed
noxious weeds annually.
properties
or otherwise
owned
controlled
by
Yes
Yes
Yes
TPW9-3:
Mowing/spraying
of all
maintained
Weld
roads
County.
by
95% of all Weld
and intersections
noxious weeds
County
will
annually.
maintained
be addressed
roads
for
Yes
Yes
Yes
TPW9-4:
Resolve
notices
landowners
noxious
infestations.
all
mailed
weed
legal
for
to
90%
in .Weld
compliance,
of
all
County
legal
notices
ill
mailed
be brought
to landowners
into
100%
90%
90%
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200
DEPARTMENT DESCRIPTION: Section 24-32-2107, C.R.S., requires each county to maintain
a Disaster Agency which has jurisdiction over and serves the entire county. The Director or
Coordinator of the Disaster Agency is responsible for the planning and coordination of local
disaster services, develops plans, and coordinates emergency planning in case of either natural
or other disasters on county, state, and federal level. The focus for OEM is All -Hazards Planning
and Coordination with county departments, agencies and organizations.
RESOURCES
BUDGETED
FINAL
ACTUAL
LAST
FY
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 283,595
$ 288,915
$ 394,574
$ 340,505
Supplies
30,524
29,900
29,900
29,900
Purchased
Services
24,463
141,795
221,795
191,795
Fixed
Charges
-807
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 337,775
$ 460,610
$ 646,269
$ 562,200
Revenue
65,000
115,000
115,000
115,000
Net County
Cost
$ 272,775
$ 345,610
$ 531,269
$ 447,200
Budgeted
Positions
3.0
3.0
4.0
4.0
SUMMARY OF CHANGES: Personnel Services are up $96,666. The main focus and change to
the OEM budget is the request of an additional EM Coordinator position to support the Hazmat
and Chemical Facility requirements. This position will help in the planning with Tier II facilities,
WOGLA emergency Planning, Pipeline Emergency Planning and coordination of exercises/drills
with all of our operators. This position may be supported with grant funding from the State, but
funding is limited. The cost for the position is $90,456. In addition, the department is requesting
an upgrade of the Office Tech III position (Grade 15) within OEM to an Emergency Management
Specialist position (Grade 21). This will adapt the OEM operations to be able to assign her specific
tasks related to OEM functions, and allow a better overall organizational structure. Cost for the
upgrade is $6,210.
The other major item requested is funding to support the update to the Weld County Hazard
Mitigation Plan. This is a federal requirement, even though this is an update OEM will need to
follow all the federal requirement, as if it is a new plan. The contractor hired to complete the 2016
plan charged $79,000. The department estimates it can get the update completed with nearly the
same level of funding at $80,000 and may be able to seek available grants from the State.
Other budget items will stay consistent. OEM will get $50,000 in additional grant funding to support
the EM program, including support for training and exercises.
Final budget adjustments include decreases in salaries of $4,069.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
additional EM Coordinator position, and upgrade of the office tech position. Funding for the Weld
County Hazard Mitigation Plan is recommended since the update is needed and required.
257
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
BOARD ACTION: The Board deleted the $80,00 for the update to the Weld County Hazard
Mitigation Plan since it is not due until January 1, 2021. Funding will be considered in the 2020
budget. Board added $50,000 for contract services for the HMEP grant. The 50% funding of EM
Coordinator position was approved. The upgrade of the Office Tech III position (Grade 15) within
OEM to an Emergency Management Specialist position (Grade 21) was funded but final
classification was deferred until the Clerical Classification Study is complete.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work out•uts
Number
Number
Number
Efficiency
of drills
of people
of inspections
Measures
and
participating
exercises
and/or
in drills
reports
12 12
500 500
18 18
12/24
12
500
FTE's
per 10,000/capita
0.101
0.095 0.123
Per capita
cost
$0.90 $1.10
$1.37
Mission Statement: To support Weld County and its citizens in Preparedness, Prevention,
Mitigation, Response, and Recovery using an All -Hazards approach, and to develop and sustain
broad and sincere relationships among individuals and organization to encourage trust, advocate
a team atmosphere, build consensus, and facilitate communication.
• GOAL 1. Enhance capability necessary to protect the community from all hazards
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld County
2. Ensure and improve the level of preparedness through training and exercise opportunities.
3. Bolster planning efforts through cooperative collaboration with community partners
• GOAL 2. Increase response capability► necessary to improve life safety, property protection
and environmental preservation
1. Heighten the level of readiness through emerging technologies
2. Expand public, private, non-profit and faith based partnerships to strengthen response
capabilities.
3. Assess, identify, maintain and enhance resources for emergency response.
• GOAL 3. Implement initiatives to engage the whole community in order to more effectively
recover from disasters.
1. Enhance community partnerships to identify and resolve unmet needs
2. Review and enhance short and long-term recovery methods.
3. Pioneer new techniques for more accurate and timely damage assessments.
• GOA►L 4. Build a more resilient community through innovative mitigation strategies.
1. Identify and apply new research to accurately assess possible risks and hazards to the
community.
2. Leverage various funding sources to complete mitigation projects.
NOTE: OFFICE OF EMERGENCY MANAGEMENT HAS A COMPREHENSIVE STRATEGIC PLAN
AVAILABLE ONLINE AT: http://www.co.weld.co.usiDepartments/OEM/index.html
258
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100
DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs; development
referrals; field survey operations to establish line and grade control; administrative and inspection
work in utility and subdivision construction; performs laboratory tests to determine soil properties,
construction and materials quality; all phases of highway engineering, bridge engineering, design
and construction inspection.
RESOURCES
ACTUAL
LAST
BUDGETED
REQUESTED
FINAL
FY
CURRENT FY
NEXT FY
NEXT
FY
Personnel
Services
$ 2,886,358
$ 3,108,312
$ 3,720,930
$ 3,809,902
Supplies
85,936
159,245
166,865
166,865
Purchased
Services
12,234,614
6,127,921
4,916,870
4,916,870
Capital
83,312
0
150,000
150,000
Contra
-350,245
-329,571
-639,318
-639,318
Gross County
Cost
$ 14,939,975
$ 9,065,907
$ 8,315,347
$ 8,404,319
Revenue
0
0
0
0
Net
County
Cost
$ 14,939,975
$ 9,065,907
$ 8,315,347
$
8,404,319
Budgeted
Positions
28
28
35
35
SUMMARY OF CHANGES: Net county costs are down $750,560. Personnel Services are up
$612,618 with overtime being up $48,000, and six additional positions and two reclassifications
totaling $564,618. The request is for one Engineer for Development Review; one Engineering
Tech for Permitting (convert one seasonal employee to full-time); one Engineering Tech I for
Stormwater/Construction; one Engineering Tech Improvement, one Engineering Tech for
Permit/Inspections; and two Engineering Tech for Permitting. One existing Engineering Tech I
►will be reclassified as an Engineering Tech II; and the MS4 Administrator position will be moved
from a Grade 37 to Grade 41.
Supplies are up $7,620 for the following reasons: Office Supplies increased $1,000 for anticipated
purchases; Small Items of Equipment decreased $20,000 based on needs; Software Maintenance
►was increased $44,620 due to an increase in licensing fees and software for new employees;
Road Construction Supplies decreased $18,000 based on historical expenditures for survey
monuments.
Final budget adjustments include an increase in salaries of $88,972.
259
GENERAL ENGINEERING
(CONTINUED)
1000-31100
SUMMARY OF CHANGES (continued): Purchased Services decreased $1,211,051 due to
Postage and Freight decreased $4,000 based on historical expenditures; Printing and Duplicating
increased $3,000 for printing flyers and packets for various meetings; Publications and
subscriptions decreased $3,000 based on historical spending; Advertising and Legal Notices was
decreased by $2,000 and eliminated as job advertisements are paid from another budget; Other
Purchased Services increased $14,107 for State permitting fees; Engineering and Architectural
was increased $100,000 for anticipated consulting needs and for on -call right-of-way acquisition
services as needed; Other Professional Services increased $151,642 due to an increase in the
number of environmental studies and the addition of Roadway Profilograph; Repair and
Maintenance Equipment increased $500 for increased nuclear gauge calibration fees; Training
increased $14,100 due to training needs for additional employees; Strategic Roads decreased
$395,400 based on scheduled projects; Grants and Donations was reduced $1,150,000 and
eliminated as there are no anticipated grants for 2019.
The Contra Account was increased $309,747 for the charge -back to the Planning Department.
Machinery and Equipment was added for $150,000 for the purchase of radar traffic counters and
weather stations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Five of the
positions were approved by the Board on May 21, 2018 for an additional Engineer I and four
Engineer Tech. On June 19, 2018, the Board approved two additional Engineering Tech positions.
The positions were justified based upon the workload coming from Planning for development
reviews and the pipeline activity.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work
Out'
u
is
PROJECTED
ACTUAL
ESTIMATED
Number
of designs
completed
10
15
15
Number
of construction projects completed
7
6
8
Number
of
land
use case reviews
778
800
800
Access Permit
671
700
800
Right
-of -Way Permits
539
600
650
Efficiency Measures
FTE's
per 10,000/capita
0.919
0.889
1.074
Per capita cost
$49.05 $28.75
$25.80
*Numbers do not include flood projects.
260
GENERAL ENGINEERING
(CONTINUED)
1000-31100
Goal TPW8: Development,
services for both
in-house
design,
and
inspection,
contracted,
testing,
projects.
planning, and review of all
phases of County road and bridge engineering
DESIRED
OUTCOMES
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
PERFORMANCEACTUAL
TIM TEII
PROJECTED
INDICATOR(S)
TPW8-1:
Develop accurate
Capital Improvement
Plans
Plans
project
time
will not require
goes to construction
changes after
95% of the
100%
100%
100%
TPW8-2:
Perform accurate
construction testing
Construction tests will
repeat tests or re -calculations
the time
not require
95% of
100%
100%
100%
TPW8-3:
Present accurate
improvement
agreements
Improvement
agreements will
when presented to the BOCC
time
be error
98%
100%
100%
100%
free
of the
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100
DEPARTMENT DESCRIPTION: Maintains Missile Site Park which includes camp grounds and
related equipment, as well as the missile silo and archive storage areas. Also provides security
for the park.
RESOURCES
ACTUAL
FY
BUDGETED
CURRENT
REQUESTED
NEXT
FINAL
NEXT
FY
FY
FY
LAST
Personnel
Services
$ 60,334
$ 60,032
$ 60,032
$ 62,583
Supplies
1,673
1,750
1,750
1,750
Purchased
Services
3,759
12,900
12,900
12,900
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 65,766
$ 74,682
$ 74,682
$ 77,233
Revenue
5,404
5,000
5,000
5,000
Net
County
Cost
$ 60,362
$ 69,682
$ 69,682
$ 72,233
Budget
Positions
1
1
I 1
I 1
SUMMARY OF CHANGES: No change, except final budget adjustments include an increase in
salaries of $2,661.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
MISSILE SITE PARK
(CONTINUED)
1000-50100
PERFORMANCE MEASURES
Work
Outs
uts
support)
PROJECTED
ACTUAL
ESTIMATED
600
0.033
$0.103
600
0.032
$0.221
600
0.031
$0.222
Number
Work
of
Out•
visitors
uts
FTE's
capita
per
1O,0O0/capita
cost
(county
Per
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
263
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future
park projects.
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
LAST FY
NEXT FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
29,000
d 129,000
129,000
129,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 29,000
$ 129,000
$ 129,000
$ 129,000
Revenue
0
0
0
0
Net
County
east
$ 29,000
$ 129,000
$ 129,000
$ 129,000
Budgeted
Positions
nib
nla
nla
n/a
SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration of the Poudre River Trail with Windsor and Greeley. This represents $18,000
towards the staff position and $11,000 towards maintenance. The budget is the same as last year.
The Board agreed, in April 2004, to fund the County's share. A new IGA was developed in 2006,
which includes full maintenance and administration of the trail, with each party paying one-third
of the costs. The City of Greeley does the maintenance and administration through its Parks
Department.
Starting in 2017 an additional $100,000 each year was included for trail repairs. Weld County,
Windsor, and Greeley each committed to funding the $100,000 annually for trail repairs again in
2019. Therefore, the additional $100,000 is included again in the 2019 budget. In the Public Works
budget unit 2000-32500 there is $90,000 for a carry-over TAP grant included for Poudre River
Trail repairs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
264
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer - 1000-66100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley - Weld
County Airport.
RESOURCES
ACTUAL
FY
CURRENT
BUDGETED
FY
REQUESTED
NEXT
NEXT
FINAL
FY
LAST
FY
Personnel
Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net
County
Cost
$
0
$
0
$
0
$
0
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Airport Board has adopted the policy that they will be self-
sufficient and will no longer request funding for local grant matches for capital FAA projects.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
265
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Senior Programs - - 1000-56110
DEPARTMENT DESCRIPTION: Weld county's financial support to the twenty senior centers
throughout the county.
RESOURCES
REQUESTED
FINAL
ACTUAL
BUDGETED
CURRENT FY
NEXT FY
NEXT FY
LAST FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
19,000
28,500
28,500
40,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 19,000
$ 28,500
$ 28,500
$ 40,000
Revenue
0
0
0
0
Net
County
Cost
$ 19,000
$ 28,500
$ 28,500
$ 40,000
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $28,500 is the same as 2018.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board increased the funding for each of the twenty senior center to $2,000
per year for a total of $40,000.
266
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Management - - 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management, and Big Thompson Watershed Forum.
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
LAST FY
NEXT FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
0
$ 0
0
Supplies
0
0
0
0
Purchased
Services
9,215
10,000
10,000
10,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 9,215
10,000
$ 10,000
10,000
Revenue
0
0
0
0
Net
County
Cost
9,215
$ 10,000
$ 10,000
$ 10,000
Budgeted
Positions
nla
nla
nla
n/a
SUMMARY OF CHANGES: This budget is the same as 2018 for the North Front Range Water
Quality Planning Organization (NFRWQPO) ($9,000), and the Big Thompson Watershed Forum
($1,000).
Membership for the Little Dry Creek Watershed Group ($6,000) is included in the Budget Unit
account 1000-31100-6340 budget, since it involves drainage issues and not water quality.
FINANCE/ADMINISTRATION RECOMMENDATION: The last two years the Big Thompson
Watershed Forum has requested $2,000, but the Board only agreed to pay $1,000 again in 2018
with the understanding the Board would evaluate whether to fund anything in the future, since
Weld County has no water shares and is not really a stakeholder in Big Thompson Watershed.
Policy issue.
BOARD ACTION: Board approved the full $10,000 for the budget, but decided that they would
no longer fund the Big Thompson Watershed Forum.
267
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision - 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision, formerly
Centennial Development Services, Inc., which provides services for the developmentally disabled
citizens of the county.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
NEXT
FINAL
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$
0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
48,225
38,225
38,225
38,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$
48,225
$ 38,225
$ 38,225
$ 38,225
Revenue
0
0
0
0
Net
County
Cost
$ 48,225
$ 38,225
$ 38,225
$ 38,225
Budgeted
Positions
n&a
n/a
nfa I
nib
SUMMARY OF CHANGES: Requested budget of $38,225 is the same as 2018
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
268
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range Behavioral
Health which provides extensive mental health services to citizens in Weld County. In addition,
this budget funds client treatments in Weld County Adult Treatment Court.
RESOURCES
FINAL
ACTUAL
LAST
FY
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
221,730
228,225
241,000
241,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 221,730
$ 228,225
$ 241,000
$ 241,000
Revenue
0
0
0
0
Net County Cost
$ 221,730
$ 228,225
$ 241,000
$ 241,000
Budgeted
Positions
n&a
nla
nib
nla
SUMMARY OF CHANGES: NRBH is requesting a total of $141,000 for crisis emergency
services, outpatient counseling, withdrawal management (Detox) services, and suicide education
and support services (SEES). The NRBH request is an increase of $12,775 over the 2018 funding
level.
NRBH has requested the additional funding because the need and demand for behavioral health
services continues to increase. Additionally, the cost of living and necessary increases to retain
appropriate staff also continues to grow. Any loss of County funds would result in many County
residents going unnerved with no options for comprehensive behavioral health treatment until they
land in a local emergency department, the Acute Treatment Unit, Withdrawal Management
Program (Detox), or the county jail.
As the community has become aware of the increased suicide rate among adults, requests for
suicide prevention activities for adults have increased. The demand for SESS services has
dramatically increased while their funding has remained stagnant.
$100,000 is included for the Weld County Adult Treatment Court program to treat clients in with
alcohol, drug and other substance abuse issues. In 2016, the county and courts developed an
ongoing MOU for this arrangement.
269
MENTAL HEALTH
(CONTINUED)
1000-56140
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the NRBH
request for $141,000. Based upon the community needs as seen in our county jail for mental
health services, and the growing suicide rate the coroner has been reporting the additional funding
seems justified.
The $100,000 for Weld County Adult Treatment Courts is recommended. The program is very
cost effective in helping individual get their lives together and avoid jail.
BOARD ACTION: Approved as recommended.
270
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place - 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young
victims of child abuse and non -offending family members.
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
LAST FY
NEXT FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
0
Contra
Account
0
0
0
0
Gross County
Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This program is now funded in the Social Services budget under
Child Welfare, since the usage justifies Social Services paying 100%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continuing to fund this
program in the Social Services budget under Child Welfare in 2019, since the usage justifies
Social Services paying 100%.
BOARD ACTION: Approved as recommended.
271
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for
Weld County Retirement Plan.
RESOURCES
ACTUAL
FY
CURRENT
BUDGETED
FY
a
REQUESTED
NEXT
FINAL
LAST
NEXT FY
FY
Personnel
Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net
County Cost
$
0
$
0
$
0
$
0
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Weld County Retirement Plan Fund
for the administrative costs of the program. With the underfunding of the Weld County Retirement
Plan the Board decided to reimburse the Retirement Fund for the administrative costs of the plan.
The administrative costs include the investment fees and other administrative costs. Annually the
costs are approximately $1,000,000. The County stopped paying the fees in the 1980's. From
2011-2015 the General Funds made substantial contributions to repay the Retirement Fund for
the past administrative costs. As a result as of December 31, 2015, the Weld County Retirement
Plan was fully funded under the new accounting rules of GASB 67 and 68. The level of funding
for this purpose can be reduced in years where the property tax revenues from oil and gas
fluctuate downward and when the retirement fund is fully funded. Due the retirement plan being
totally funded no contribution is required in the 2019 budget.
The investment rate assumption will be reduced to 6.50% for December 31, 2018. As funds are
available the county should consider funding the retirement plan to reduce the investment rate
assumption from 6.50% to 6.00% over time, which is more realistic based upon projected
investment returns.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
272
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
LAST FY
NEXT FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
12,351
d 12,351
12,351
12,351
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Revenue
0
0
0
0
Net
County
Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the Area
Agency on Aging Administration match.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund.
273
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST
FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
4,869,653
5,089,441
5,441,633
5,441,633
Capital
0
0
0
0
Gross County Cost
$
4,869,653
$
5,089,441
$ 5,441,633
$ 5,441,633
Revenue
0
0
0
0
Net County
Cost
$ 4,869,653
$ 5,089,441
$ 5,441,633
$ 5,441,633
Budgeted
Positions
nla
nla
it
nla
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund.
274
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development - - 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the County's economic
development program through the Upstate Colorado Economic Development (Upstate Colorado),
a public/private non-profit organization. Starting in 2009, the County began contributing to the
East Colorado Small Business Development Center (SBDC), in addition to Upstate Colorado
Economic Development.
RESOURCES
FINAL
ACTUAL
LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
196,703
165,000
165,000
165,000
Gross County
Cost
$ 196,703
$ 165,000
$ 165,000
$ 165,000
Revenue
74,980
0
0
0
Net
County Cost
$ 121,723
$ 165,000
$ 165,000
$ 165,000
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: East Colorado Small Business Development Center (SBDC) has
requested $65,000, same as 2018. Upstate Colorado requested $150,000, same as 2018.
Upstate wishes to continue the additional $50,000 for the succession programing started in 2018
for the next 3-5 years. The additional amount above the base funding level of $100,000 will assist
in staffing overlap.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of both the SBDC
funding of $65,000, and the base funding for Upstate for $100,000 being funded in this budget
unit. It is recommended that the Upstate $50,000 for succession planning come out of the
Economic Development Trust again in 2019, like it did in 2018.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
275
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase
contracts for county buildings.
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
LAST FY
NEXT FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 0
$ 0
$ 0
$
0
Revenue
0
0
0
0
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP), as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
276
LEASE -PURCHASE AGREEMENTS
The following supplemental data regarding lease -purchase agreements involving real property
is required under Section 29-1-104(2)(d), C. R. S., 1973:
A►. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements
involving real property
B. The total maximum payment liability of the
local government under all lease -purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms
The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements other
than those involving real property
C The total maximum payment liability of the
local government under all lease -purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
$ -0-
$ -0-
$ -0-
$ -0-
277
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non -Departmental - - 1000.90100
DEPARTMENT DESCRIPTION: Central budget unit containing county -wide costs that are not
allocated to program budgets, e.g. training, audit fees, etc.
RESOURCES
FY
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
FINAL
NEXT FY
ACTUALLAST
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
158,647
70,000
70,000
70,000
Purchased
Services
614,128
449,127
464,087
464,087
Fixed
Charges
21,031
120,000
175,000
175,000
Gross County
Cost
$ 793,806
$ 639,127
$ 709,087
$ 709,087
Revenue
103,292,452
103,493,194
107,383,394
105,908,308
Net
County Cost
$
- 102,498,646
$ - 102,854,067
$ - 106,674,307
$ - 105,199,221
SUMMARY OF CHANGES: The expense side of this budget is up $69,960 from 2018.
Memberships and dues are down $400, and phone costs are down $5,000. Professional services
are up $20,360 for recruitment testing, and training has been increased $55,000 to fund additional
staff training and managerial training per the staff development initiative in the 2019 budget.
Revenues are up $2,415,115 over the current year. Property taxes are budgeted at $96,488,601
up $3,387,550. Revenue from interest earnings are up $1,500,000 at $3,500,000 for 2019. Fines
are up $2,000, and cable fees are up $5,000. Rents from Buildings total $555,288 from Social
Services ($166,234), Award Alliance ($16,800), Community Corrections Building ($296,616),
ambulance station ($5,200) and Fredrick library building lease/purchase ($70,438). Recovery of
indirect costs is $4,512,619, and revenues from Urban Renewal Authorities (URA) are budgeted
at $238,270 for Brighton URA, $9,584 for the Erie URA, $15,957 from Fort Lupton, $124,120 from
Mead, and $89,116 for South Firestone URA. Other smaller revenues are stable with little
change. Total revenues are $105,908,308.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. $16,900 is funded
for the MPO membership to DRCOG. It is a policy issue if the Board wishes to budget this in the
2019 budget, since at a work session held on January 16, 2018 the Board decided not to pay the
DRCOG dues for 2018.
BOARD ACTION: Expenses approved as recommended. Board left the $16,900 for DRCOG in
the budget but will decide in 2019 whether to pay it in 2019. Urban Renewal Authorities were
adjusted to final assessed valuations. Final revenues from Urban Renewal Authorities (URA) are
budgeted at $238,270 for Brighton URA, $9,584 for the Erie URA, $15,957 from Fort Lupton,
$124,120 from Mead, and $89,116 for South Firestone URA. Final property tax was adjusted by
$142,210 due to final assessed valuation and moving $1,000,000 in property tax to the Capital
Fund. No other revenue changes.
Tax incentives were approved for Specialty Products ($1,183), Vestas ($27,608), Norfork Steel
($2,857), Carestream ($4,984), Boulder Scientific ($2,409), Advance Forming Technology
($2,604), Agrium ($750), and Rocky Mountain Waterjet ($996), for a total of $43,391.
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - 1000-90120
DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health
benefits.
RESOURCES
FINAL
ACTUAL LAST
FY
BUDGETED
REQUESTED
NEXT
FY
CURRENT FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Gross County
Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
nfa
n/a J
n/a
n/a
SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45, employers
must account for the actuarial cost of post -employment benefits paid to retirees. Weld County's
only program outside of the retirement program is the payment of health insurance benefits to
retirees. Under GASB 45 an estimated actuarial amount is needed to be reserved to recognize
the cost of the benefit in periods related to when services are received by the employer (Weld
County). However, with the changes described below, funding is no longer needed in this budget
unit. Based upon the reserve amount in the Other Post Employment Benefits (OPEB) Trust and
the amount paid out each year for active retirees in department budgets, the reserve requirement
is being met.
FINANCE/ADMINISTRATION RECOMMENDATION: On July 21, 2010, the Board amended the
Other Post Employment Benefits (OPEB) Plan to stop coverage for any eligible retiree, effective
June 30, 2012, that did not have a signed retiree health agreement as of July 21, 2010. This
change was in response to the passage of the Patient Protection and Affordable Care Act
(PPACA) creating gap insurance coverage for early retirees through state insurance exchanges,
effective January 1, 2014. Retirees impacted can obtain insurance coverage under COBRA from
July 1, 2012, to January 1, 2014. As a result of this Board action, the OPEB Plan was fully funded,
as of 2012, and no longer requires additional contributions.
BOARD ACTION: Approved as recommended.
279
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
RESOURCES
BUDGETED
NEXT
FINAL
FY
ACTUAL
REQUESTED
NEXT
FY
LAST
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Purchased
Services
35,737
40,737
149,383
40,737
Gross County Cost
$
35,737
$ 40,737
$ 149,383
$ 40,737
Revenue
0
0
0
0
Net County Cost
$ 35,737
$ 40,737
$ 149,383
$ 40,737
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY
Promises for Children
211 Information and Referral
Youth and Family► Connection
1451 Collaboration Management
Catholic Charities
Greeley Transitional House
A Woman's Place
Weld's Way Home
RSVP
Audio Information Network
Total
PRIOR YEAR
$ 5,000
25,000
0
0
0
0
0
5,000
0
5,737
$40,737
REQUEST
$ 5,000
40,000
68,646
0
0
0
0
25,000
5,000
5,737
$149,383
RECOMMEND
$ 5,000
25,000
0
0
0
0
0
5,000
0
5,737
$40,737
FINAL
$ 5,000
25,000
0
0
}
0
0
5,000
0
5,737
$40,737
FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following is the
recommendation for each agency:
Promises for Children. The Board, in May, 2004, made a commitment to fund this
program along with other partners in the community. A request for $5,000 was made. This
is the same as 2018. Recommend approval. Final funding $5,000.
211 Information and Referral program has requested $40,000 for the 211 information
and referral system operated by United Way. This is an increase of $15,000 over the 2018
funding level of $25,000. The recommended budget includes base level funding of
$25,000. Increase in funding is a Board policy issue. Final funding $25,000.
280
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Audio Information Network of Colorado (formerly Radio Reading Service of the
Rockies) has requested $5,737 to provide radio reading services for the visually impaired
in Weld County. This is the same as 2018. Recommend approval. Final funding $5,737.
Youth and Family Connections (YFC) is requesting a total $68,646. $31,323 is Weld
County's share of law enforcement support from the Sheriff. To have better accountability
for the services requested and management of the services the Sheriff will budget any
funds for this service in his budget, if he desires the services. The Sheriff after discussion
with the YFC Director determined there were not identifiable services the Sheriff wished
to fund in his budget. No funding.
$37,323 is requested for the Direct Services Case Management, High Fidelity Wraparound
Support, and Systems Navigation services. Again, to have better accountability for the
service request and management of the service Human Services would budget any funds
for this service in the Human Services budget. Human Services is declining funding since
none of the current participants are child welfare clients. If the department does put a
youth into this service, it will reimburse for the cost of his/her participation.
Therefore, no funds are in this budget for either service. No funding.
Collaborative Management Program (formerly the Interagency Oversight Group) this
will be funded in Social Services Fund. No funding from Social Services for state FY 2018-
2019 due to lack of a signed MOU among mandated partners. Funded in Social Services
Fund.
Homeless Shelters have not been funded in the past by General Fund dollars. Catholic
Charities, A Woman's Place, and Greeley Transitional House did not request General
Fund monies for 2019. Human Services has been doing a $20,000 program with a voucher
process through CSBG for the shelters. If the homeless shelters are funded it should be
by a Human Services allocation of CSBG dollars as vouchers to clients or other Human
Services program funds. Recommend no General Fund funding. Social Services may
fund with CSBG funds, if funds are available. Funded with CDBG funds.
Weld's Way Home has requested $25,000 for 2019. In 2018 the county funded $5,000.
The funding would be for the Weld's Way Home (WWH) effort,. which is a long-term
countywide strategic plan to address homelessness and housing instability. WWH does
not intend to offer direct services; instead they aim to support and expand the capacity of
the expert service provider already addressing this challenge in Weld County. Funding is
a policy issue for the Board. Final funding $5,000.
RSVP has requested $5,000 for 2019. Board funded the $5,500 request on a one-time
basis in 2015 only. The funding is to help the agency with increased costs associated with
service provided seniors in the community. Funding is a policy issue for the Board. No
funding.
BOARD ACTION: See notes for each agency regarding funding in italics. No change.
281
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Treasurer
BUDGET UNIT TITLE AND NUMBER: Weld County Bright Futures - 1000-90160
DEPARTMENT DESCRIPTION: This budget unit administers the Weld County Bright Futures
Program and the donations and tax credits that support it. The program offers student grants from
donations to eligible Weld County high school graduates, students earning GEDs and veterans
pursuing post high school education or training. Under SB 15-82 the County is authorized to allow
the use of county property tax incentive payments or credits to taxpayers contributing to the
program for workforce development.
RESOURCES
BUDGETED
CURRENT
FY
REQUESTED
NEXT
FY
NEXT
FINAL
FY
ACTUAL
LAST
FY
Personnel
Services
$ 42,236
$ 38,544
$ 38,544
$ 40,181
Supplies
18,948
18,500
18,500
18,500
Purchased
Services
54,875
122,498
122,498
122,498
Fixed
Charges
250,316
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 366,375
$ 179,542
$ 179,542
$ 181,179
Revenue
0
0
0
0
Net County
Cost
$ 366,375
$ 179,542
$ 179,542
$ 181,179
Budgeted
Positions
2
2
2
2
SUMMARY OF CHANGES: No change, except final budget adjustments include an increase in
salaries of $1,637. Treasurer's staff will continue the administrative function, and Upstate
Colorado will be doing the marketing and fundraising function for the same contract amount of
$116,498 in 2019.
No funding is included in the General Fund for student grants. If funding is required for the student
grants the amount should come from the Economic Development Trust Fund for one more year.
The exact amount of ongoing financial support will depend upon what impacts the changes being
made for the 2018-2019 academic year will make, such as limiting grants to $2,000 per year, last
dollar in for financial assistance versus first dollar, and limiting payment to only students attending
institutions in Colorado and adjacent states.
FINANCE/ADMINISTRATION RECOMMENDATION: Funding level for administration, and
funding level for student grants is a policy issue for the Board.
BOARD ACTION: Approved as recommended. The Board approved to fund the student grants
for a funding plan presented for 2019-2023. The 2019-2023 funding plan for $15,000,000 in
student grants will be financed with $3,000,000 from the Economic Development Trust Fund,
$7,000,000 from the Bright Futures Tax Rebate Trust Fund, $1,000,000 from COSI grants, and
$4,000,000 from donations. This plan will allow for a five-year period of stable funding for the
program.
BRIGHT FUTURES
(CONTINUED)
1000-90160
PERFORMANCE MEASURES
Work Outputs
expenditure
expenditure
ACTUAL ESTIMATED PROJECTED
1,359
$3.34M
$1.20
$10.96
0.66
2,394 1,600
$6.00 $3.OOM
0.63
$0.57 $0.56
$19.03 $9.21
0.61
Investments
Students
Efficiency
in Program
Measures
FTE's
Per
Per
capita
capita
per
10,000/capita
administrative
student
grant
283
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICES
BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research -based
education for agricultural, environmental, and consumer issues.
RESOURCES
ACTUAL LAST
BUDGETED
REQUESTED
FINAL
FY
CURRENT FY
NEXT
FY
NEXT FY
Personnel
Services
$ 308,774
$ 338,463
$
475,246
$ 357,324
Supplies
4,166
6,300
10,300
6,300
Purchased
Services
28,195
42,400
48,4O0
42,400
Fixed
Charges
542
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 341,677
$ 387,163
$ 533,946
$ 406,024
Revenue
0
0
0
0
Net
County
Cost
$ 341,677
$ 387,163
$ 533,946
$ 406,024
Budgeted
Positions
11.00
11.75
14.375
12.375
SUMMARY OF CHANGES: The Weld County Extension Advisory Council and Extension staff
developed a strategic plan to expand 4-H programming and participation in Weld County. This
plan addresses concerns expressed by the Council that 4-H programming was reaching only
about six percent (6%) of youth in the county who are 4-H aged (5-18). In developing this plan,
discussions were held with other youth -serving organizations in the county to gain input and
perspective of the need for more positive youth development opportunities in Weld County. The
plan recommends the addition of two (2) FTE 4-H Program Associates ($116,971) who will work
from within their communities to grow 4-H community clubs, members, and volunteers, and to
substantially increase outreach activities, including STEM based out -of -school, school
enrichment, and other community based activities. Increases in Supplies ($4,000) and Purchased
Services ($6,000) for mileage and travel to support these positions are also included.
Also in Personnel Services, the addition of $19,812 for a .5 FTE, Weld Colorado Master Gardener
(CMG) Coordinator was added (includes benefits). The Coordinator position will support the
Horticulture/Agriculture Extension Agent in general and clerical management duties of the CMG
program, allowing the Agent to focus on educational programming and customer service. The
demand for CMG information, and the size of the CMG volunteer base and activities has grown
significantly. The addition of the Coordinator position will allow the Extension Agent to focus on
the educational programs and technical assistance requests she receives.
Final budget adjustments include a decrease in salaries of $951.
FINANCE/ADMINISTRATION RECOMMENDATION: Funds for the 2.625 FTE are included.
However, it is a policy issue for the Board as to whether to expand both the 4-H program and the
Master Gardener program in accordance with the recommendation of the Weld County Extension
Advisory Council.
284
EXTENSION SERVICES
(CONTINUED)
1000-96100
BOARD ACTION: Board did not approve the two 4-H Program Associates. The Board felt it was
a program expansion into area other non-profit organizations in the community are already
providing, such a Boys and Girls Clubs, Scouts, etc. The $4,000 for supplies, and $6,000 for
mileage associated with the 4-H positions was also deleted from the budget. All other items were
approved as recommended.
PERFORMANCE MEASURES
Work Out.
uts
Hours
support)
ACTUAL
PROJECTED
ESTIMATED
3,000
4,103
2,296
$1.12
942
.361
1,000
4,000
1,500
2,000
$1.23
1,000
5,000
5,000
2,500
.373
$1.24
.389
4-H
4-H
Master
Master
Efficiency
enrollment
outreach
Gardener
Gardener
Measures
contacts
Volunteer
FTE's
Per
per
10,000/capita
cost (county
capita
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's goals
and objectives are part of a separate CSU Extension's published document available through
Colorado State University.
285
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County Fair.
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
NEXT
FINAL
FY
ACTUAL
LAST
FY
CURRENT
FY
Personnel
Services
$ 85,772
$ 84,312
$ 84,312
$ 84,701
Supplies
3,347
147,850
20,000
20,000
Purchased
Services
55,661
78,995
68,995
68,995
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
144,780
$ 311,157
$
173,307
$ 173,696
Revenue
0
0
0
0
Net County
Cost
$ 144,780
$ 311,157
$ 173,307
$ 173,696
Budgeted
Positions
1.25
1.25
1.25
1.25
SUMMARY OF CHANGES: In 2018, Supplies included additional funds to purchase new
livestock panels for the Livestock Building at Island Grove Park. With this purchase complete,
this line item is being reduced back to $20,000, with the intent that this is an annual contribution
towards capital improvements. Any unused funds will be carried forward for use in future years.
Purchased services is reduced $10,000 as that was a one-time contribution in 2018 towards the
100th Anniversary Fair.
It should be noted that the Purchased Services expenses represent a fraction of the total annual
operational costs of the Fair. The Fair Coordinator and Fair Board members work to raise
contributions, both in -kind and cash donations, that amount to approximately $125,000 annually.
Final budget adjustments include an increase in salaries of $389.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
286
COUNTY FAIR
(CONTINUED)
1000-96200
PERFORMANCE MEASURES
Work Outputs
Exhibits registered
Exhibitors registered
Attendees
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL
5,000
1,500
37,000
.0410
$0.475
ESTI MATED
5,000
1,500
48,255
.0396
$0.97
PROJECTED
5,000
1,500
48,000
.0384
$0.53
287
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Veterans Services - - 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to veterans of Weld County.
RESOURCES
REQUESTED
FINAL
ACTUAL
LAST
FY
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 159,200
$ 220,802
$ 240,039
$ 240,039
Supplies
9,657
3,000
3,500
3,500
Purchased
Services
8,199
12,500
14,450
14,450
Gross County
Cost
$ 177,056
$ 236,302
$ 257,989
$ 257,989
Revenue
18,282
24,232
29,400
29,400
Net
County Cost
$ 158,774
$ 212,070
$ 228,589
$ 228,589
Budgeted
Positions
2.0
3.0
3.0
3.0
SUMMARY OF CHANGES: Budget is up $21,687 primarily due to the mid -year restructuring
approved by the Board to upgrade an Office Tech II to a Veterans Services Officer at a cost of
$19,237. Supplies are up $500 for computer software and attachments. Purchased Services are
up $1,950 for travel for mandatory training ($1,500), and contract payments to cover the annual
fee for three staff to have access to the VetraSpec system at the Veteran's Administration
($1,350). Those increase were offset by a decrease in phone costs of $900.
Revenues were increased to $2,450 per month or $29,400 for the year from the state for a portion
of one Veteran Service Officer's salary per state statute.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
ACTUAL
ESTIMATED
PROJECTED
Work
Out•
uts
Active files
Office visits
Efficiency
3,747
5,925
Measures
3,200 3,800
6,400 6,000
FTE's
per 10,000/capita
0.066 0.095 0.092
Per capita
cost
(county
support
$0.521
$0.673 $0.702
288
VETERANS SERVICES
(CONTINUED)
1000-96400
Goal VS1: Perform as advocate for Veterans and dependents
seeking
Service Connected Disability
Compensation
and Non -Service Pension claims
DESIRED
OUTCOMES
PRELIMINARY
OBJECT1VE/KEY
PERFORMANCE
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
INDICATOR(S)
Obtain
claim outcome
veterans
the
appropriate
for
documented
the
Ensure accurate
applications
supporting documents
submission
that include
of claim
proper
100%
100%
100%
conditions
Coal
V52: Assist veterans and
dependents
enroll
in Veterans
Administration health care
DESIRED
PRELIMINARY
PERFORMANCE
ACTUAL
ESTIMATED
OBJECTIVE/KEY PERFORMANCE
PROJECTED
OUTCOMES
INDICATOR(S)
Register
veterans
health
eligible
in the VA
care system
Accurately
health
supporting
care
complete
applications
credentials
appropriate
along
with
VA
100%
100%
100%
Goal VS3:
services
Provide education
assistance
and
burial
and survivor
benefits
for veterans
and
dependents
OUTCOMES
DESIRED
ACTUAL
PROJECTED
PRELIMINARY
PERFORMANCE
OBJECTFVE/KEY
PERFORMANCE
ESTIMATED
INDICATOR(S)
Veteran
dependents
education,
survivor
are
entitled
and/or
benefits
burial
received
and
they
Obtain
to support
and
submit appropriate
entitlement applications
credentials
100%
100%
100%
289
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building
(Event Center).
RESOURCES
NEXT
FINAL
FY
ACTUAL LAST
FY
BUDGETED
REQUESTED
NEXT
FY
CURRENT FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
95,557
174,340
174,340
174,.340
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 95,557
$ 174,340
$ 174,340
$ 174,340
Revenue
0
0
0
0
Net
County
Cost
$ 95,997
$ 174,340
$ 174,340
$ 174,340
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2019 is $509,681, which is
the same as 2018. Revenue from rents and facility use fees for 2019 will remain at $201,000.
The County payment for the Event Center is proposed to be $164,340, which is also the same as
2018. Historically, when the final costs are reconciled with the City of Greeley at the end of the
year the amount paid by the county is less than budgeted.
In addition, $20,000 is being budgeted by both the county and City of Greeley to begin a five year
replacement program for the HVAC units. Therefore, the total 2019 county cost is $174,340.
The City of Greeley will also contribute $174,340 for 2019, per the intergovernmental agreement
between Weld County and the City of Greeley for the operation of the facility.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
290
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600
DEPARTMENT DESCRIPTION: Funds costs associated with the management of county
property assets and leases.
RESOURCES
A►CTUA►L
BUDGETED
NEXT
FINAL
FY
REQUESTED
LAST FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
3,116,802
3,666,040
3,476,133
3,476,133
Fixed
Charges
366,680
520,050
1,553,868
1,553,868
Capital
0
0
0
0
Gross County
Cost
$ 3,483,482
$ 4,186,090
$ 5,030,001
$ 5,030,001
Revenue
0
0
0
0
Net
County
Cost
$ 3,483,482
$ 4,186,090
$ 5,030,001
$ 5,030,001
Budgeted
Positions
nib
nla
nib
nla
SUMMARY OF CHANGES: This budget consolidates the funding of costs associated with the
management of county property assets and leases. $65,000 for engineering for water rights on
gravel pits, and $45,492 for water right assessments owned by the county. $508,376 is funded
for the leases of county assets. $3,411,133 is funded for depreciation of county assets.
$1,000,000 is being transferred to the Fleet Services Funds for new equipment.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: In the final budget due to the grader lease bids being higher $47,280 was
moved to the equipment rental line item from the transfer to Fleet Services Funds for new
equipment line item. Net change in the budget was zero. Otherwise the budget approved as
recommended.
291
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-99999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$
0
$ 1,706,454
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 1,706,454
$
0
Revenue
0
0
0
0
Net
County Cost
$ 0
$ 0
$ 1,706,454
$ 0
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects a 15% decrease in health insurance costs. This
means that over the last five years health insurance costs are down 11.8%. 2019 salary increases
are a policy issue for the Board, but there are funds for step increases due to employees in 2019
and 3.0 percent contingency salary amount included in this budget. There are no other benefit
changes. The cost for 2019 is $1,105,194.
There is an additional 2.5% increase for a total of 5.5% at a cost of $601,250 for all sheriff deputy
and correctional officer career positions to remain competitive with other law enforcement
agencies in the area. The strategy would be to do 5% salary increases in 2019, 2020 and 2021
to bring the positions to a more competitive level for recruitment and retention of law enforcement
positions in Weld County.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION: Approved as recommended, including the 5.5% for all sheriff deputy and
correctional officer career positions to remain competitive with other law enforcement agencies in
the area.
292
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